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Business has advanced to a stage where clients wish to communicate with people less and accomplish more individually on their own. They need self-service encounters. They need answers to their inquiries without the aid of any kind of calling support. They wish to plan service arrangements without calling the administration office.
“In Denmark, semi-skilled women (with less than 12 months of training) – typically employed in low quality jobs in terms of the physical environment and remuneration – are as satisfied as women with higher educational qualifications. Moreover, men with no vocational training are more likely to be satisfied to a ‘high degree’ than semi-skilled male workers.” – The European Foundation for the Improvement of Living and Working Conditions
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.
One of the key challenges faced by organization’s leaders in the current business environment is how to retain their talents in order to enable business success. As Broman (2010) acknowledges, “retaining talents isn’t simply a question of “headcount” – it can make the difference between the success or failure of a company and the winning and losing of market share, investors, new clients and contracts”.
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