Performance management is a dynamic process, aligned hand-in-glove with productivity and long-term business success.
Communicating company goals and evaluating employee performance are obvious key tenets of organizational success—when you consider employee engagement, recruitment and retaining the best and brightest, the urgency for performance management becomes absolutely essential. But, where do you begin?
Download our Best Practices in Performance Management to learn more. Written by leading experts and respected industry analysts on the Best Practices in Performance Management they provide fresh insight focused on effective management practices, proven vital to an organization's competitive advantage and critical to bottom-line business results.
Ensure that your performance management strategies are designed to deliver exceptional business advantage, with ideas that strengthen recruitment, employee engagement, and top-employee retention and align workforce planning objectives to long-term business success.
Click the download button for a copy of the Best Practices in Performance Management today! It's FREE; all you have to do is register.
Best Practices in Performance Management
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Daily Q&A
Connecting Rewards to Performance
I am currently trying to revamp our organization's performance management process to a more formal one that is aligned with company strategy and goals. I am basically starting from scratch with job descriptions, new evaluations and performance measures. My question is, how do I get the executives to see the importance of the connection between rewards and performance? Currently, they do not want to commit to traditional merit increases that would be tied to the performance review, but would rather provide a cost-of-living increase and then provide a bonus at the end of the year. The issue is that when they did this last year, people were very disgruntled with the fact that they didn’t get raises and I was frustrated because the reward that was received wasn’t tied to any performance measurement—it was truly discretionary.
——I Hate Discretion, director of human resources, construction, Rockville, Maryland
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