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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.
The exit interview is a traditional practice that is found in all companies and it is a very important part of a human resource management in order to follow the employee retention and satisfaction. It is strongly recommended to identify the causes that lead to the departure of an employee from an organization.
“The vast majority of bank staff want to do the best for their customers but can’t because they are under constant pressure to hit ever-demanding targets, which increase every year. A failure to hit those targets can result in staff being subject to performance improvement plans and in some cases being dismissed for under-performance. A number of management practices we have been dealing with are based more on humiliation than on positive motivation. Extreme pressure causes desperate people to do desperate things. In that kind of environment, it is surprising that there have been so few mis-selling scandals.” Affinity (2012), Written evidence to the Parliamentary Commission on Banking Standards
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