Performance management is a multi-faceted and strategically driven effort that drives competitive advantage — employee engagement through communicating and aligning individual and corporate goals, evaluating and incenting your workforce on that goal achievement, and developing and coaching future leaders – all topics covered in Workforce's Best Practices in Performance Management.
Written by industry experts, this white paper focuses on three key areas of performance management:
- A review of the advantages of Awareness Coaching, which through the use of personality assessment and limited coaching engagement, provides critical professional development with economical yet impactful results.
- A look at Pay-for-Performance pay increase models and how, when done well, they can help unite employees toward a common goal and corporate success.
- The Power of Goal Alignment. Learn why leading organizations are achieving increased employee engagement, retention, productivity and bottom line financial impact by ensuring that each employee understands what is important to the organization and how their daily activities impact company success.
Download our Best Practices in Performance Management white paper 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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