Beyond the annual review, performance management should include ongoing feedback, goal-setting, coaching, strengths-based development, and recognition and rewards – and managers must be held accountable for these outcomes. Learn how performance management can be integrated with strategic organizational goals, rewards and recognition programs, and development and succession plans. With the help of performance management systems and social technology, you can make performance management part of day-to-day leadership.
Recommended Performance Management Resources
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Ask companies what their most valuable asset is and their response is often the same: employees. But appreciating team members and understanding how to harness their talents to drive business are two different stories. Many companies rely on assumptions rather than data-backed facts when it comes to decisions about their workforces. There’s reason to depend on more than gut instinct for hiring decisions, developing employees and keeping them engaged in the long run.
Explore Podcasts, Webcasts and Executive interviews from the Human Capital Institute (HCI) to learn best practices and new ideas from thought leaders on performance management. Please click on the titles in the infographic to view content.Read more
Examine development challenges through an innovation lens, and focus on the critical role of managers in the success of leadership development initiatives
Learn how Microsoft Corporation has incorporated a culture of employee empowerment across their eight lines of business through an integrated approach to succession planning and talent mangement.Read more
Successful, innovative, big businesses have entrusted their fortunes in the capable hands of female executives. Cardinal Health, a Fortune 17 healthcare company with over $100 billion in revenue and over 33,000 employees, has taken bold steps to accelerate the advancement of women internally, but also in the community and in the healthcare industry.
Learn about the difficulties that result when assessment and development practices are disconnected and discover best practices for integration with the goal being to accellerate leadership development
- Delve into a proven approach that capitalizes on acquired technical skills and emerging leadership qualities to develop and retain younger leaders.
Perhaps organizations’ biggest false assumption about informal learning is that its occurrence in the day-to-day is assumed. Some organizations may lump informal learning with experiential learning which is something entirely different. Possibly because it’s so ingrained in the talent lifecycle; experiential learning feels assumed. Most organizations have the proper structure to guide employees to where experiential learning can be assumed. If it’s not happening as it should, performance suffers and becomes immediately apparent and immediately addressed.