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Most of the times we are interested in measuring performance in business context, either at organizational, operational or employee level. I would like to bring to your attention a different scenario, wider than usual, the global perspective with a sensitive topic: Peace!
In every activity sector new trends emerge, while old trends are left behind or revamped into something new to fit the overall context in that specific area of activity. Performance management is no exception in that sense. In 2014, the trends having the biggest toll on performance management and its development were the advancements in IT, and the usage of different performance management-related tools, along with Big Data.
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.
In Part I and Part II of this article, we emphasized the need to base decisions on data, as this leads to improved results, and we discussed about the decision-making process and the techniques we can use to ensure relevant decisions are made.
“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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