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These days, Performance Management has become one of the most demanding concepts for business productivity. Performance Management has radically changed the way both employers, and employees, deal with organizational performance nowadays.
In the book The Essential HR Handbook: A Quick and Handy Resource for Any Manager or HR Professional, authors Sharon Armstrong and Barbara Mitchell say that nowadays, a “worthy mantra” for all managers and talent development professionals alike is: “It’s all about the people”.
When it comes to achieving the best results, we often strive to perform with utmost efficiency. As such, for many individuals, these two concepts are interchangeable. But on whose shoulders does the burdens of performance and efficiency rest? On the employee’s or on the manager’s?
Which company in this world doesn’t want to have the most performant employees on the market? This is one key aspect which fuels the strategy implementation, growth and the organization’s competitive advantages. Reaching high levels of performance actually translates into a calibration of people processes covering the entire employment cycle from selection and recruiting to engagement initiatives and implementation of retirement policies. This leads to adopting an organizational performance culture in which talent is developed in-house.
Since Performance Management has become the central concept of nowadays’ business productivity, entrepreneurs, professionals and analysts are gathered and connected by innovative tools and techniques which are meant to achieve not only organizational productivity, but also operational, personal and individual growth. Cascading the Performance Management, starting with the individual level and going up to the organizational level, consists in reestablishing the organizational culture and values.
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