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.
Motivational. Rewarding. Engaging. Performance driver. These are just a few of the words that are usually used to describe performance based pay systems. To this point, nothing wrong, you could say. Indeed, from the employees’ point of view, performance based pay could be nothing but beneficial. But realistically, how much would the company benefit from this type of system? Can it become harmful for the organization’s overall performance?
Do thick CVs predict performance, or describe a precedent?
When looking to hire, Human Resources specialists and managers will look to the best fit between the candidate’s offer, his CV, background and achievements and the job’s requirements. It’s the natural string of events, taking into account urgency and the need for workforce.
smartKPIs.com Performance Architect update 30/2010
Managing performance is about achieving desired outcomes, fulfilling the purpose of an entity. Oftentimes it is a complex journey requiring a diverse set of abilities. One of the most important prerequisites of organizational success is strong, committed leadership. And even more important is being guided by ethical leaders. What is an ethical leader though?