Posted on 03 Nov 2016
There is increased recognition among organisations that engagement matters – both, for driving a high-performance culture and for creating a sustainable future workforce. There is also currently a lot of discussion around the impact of performance management on engagement. The fundamentals of performance management – aligning individual objectives to strategic business goals, evaluating and providing feedback, recognising and rewarding high performers – should drive productivity and lead to engagement. However in reality, performance management processes have disengaged employees. Why the disconnect? Rater biases, infrequent feedback and lack of transparency are all common concerns.
Perhaps now is the time to pause and ask: what are we trying to achieve with performance management?
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