We all understand the theoretical benefits of performance management – the way it lies at the centre of learning, reward, career management etc, and how it also acts as the basis for increasing the performance of the business. The fact is, however that it hardly ever acts like this. In fact, if there was one process in HR, or even across the whole of business, that most organisations would agree is broken, it would surely be employee performance management. Nothing else we do turns both managers and employees off so much or results in so much wasted time (mainly through poor application and ineffectual conversations, but often not helped by bureaucratically heavy designs). Yet it should not be like this.
Employee performance management should be an absolutely critical business process or approach – providing the main mechanism an organisation has for ensuring that work is performed and objectives are achieved effectively. It should also be an important enabler for employees – helping them understand what they need to do, and to do it. But after 30 years of trying, we cannot go on making incremental improvements that do little to reduce frustration or increase impact on business performance. It is time to seriously transform.
The good news is that there are things that can be done to make a major difference here. In particular, new insights from business and psychological research, new ways of thinking and new technologies provide some new and significant opportunities for improvement. Organisations need to understand both these opportunities and also the best way in which they can select an approach which will work for them.
Enrol on this course to understand how performance management can be re-engineered – to have a true and significant impact on business performance.
- New business and psychological research insights
- New ways of thinking
- New technologies