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In one of my previous updates I reviewed the history of the Deming cycle and its relevance for Performance Management. One of the most important benefits of managing performance in organizations is that it facilitates a structured process of improving the achieved results, which is the essence of performance.
One major factor that could have a negative influence on the successful outcome of a project is employee turnover, which represents the risk of key personnel leaving the project.
Training, much like learning, is a process. Evaluation is an even more systematic process of figuring out if the training you have implemented was effective and efficient, as well as if it was successful.
Performance management, and especially performance management at individual level is a hot topic, debated by HR professionals, managers, employees, academics, researchers and practitioners alike. In the past almost 50 years, ever since it started being formally implemented, both the process itself and the name used to describe it have gone through numerous changes. So what is in store for performance management?
Competencies and behaviors are different concepts, yet one can influence the other and vice-versa. However, they are to be analyzed separately when they represent decisional factors for an employee’s performance.
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