Performance Management

Improve performance management with ongoing feedback, goal-setting, coaching, strengths-based development, and recognition and rewards

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.

Learn More about Performance Management with our Top Resources

BlogNo Performance Reviews

Ditch Your Performance Reviews

February 27, 2013 | Amy Hirsh Robinson | HCI

Last year Adobe Systems’ SVP of HR, Donna Morris, announced that the company was abolishing performance reviews. Employee complaints about the existing appraisal process coupled with Adobe’s need to retool its talent management practices to compete in the digital marketing space were reasons given for this bold move.

WebcastWebcast

The Difference between Talent Mobility and Succession Planning

February 26, 2013 | Juan Carlos Cabanillas

New methods of development can help foster a mobilized workforce – rotational programs, stretch assignments, and internal cross functional peer meetings, among others. But, integrating these new methods into already existing L&D programs can be difficult, and ensuring a clear difference between these and succession planning methods is vital to success.

ArticleArticle

When Your Incentive System Backfires

February 25, 2013 | Harvard Business Review

How many times have you seen an incentive system produce the exact opposite of the desired behavior? Why is that? And why can't organizations see, let alone fix, the problem?

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BlogPenny for Your Thoughts

A Penny for Your Thoughts

February 20, 2013 | Jeffrey G. Soper | HCI

I am a fan of the principles that underlie the game of duplicate bridge. The players rotate between each table and are given the opportunity to compete with others playing the identical cards. By scoring relative performance, the element of skill is enhanced while the element of chance is reduced. In the end, the person who plays the hands best wins. Head-to-head competition - no hints, no gimmicks, no cheats.

BlogNot Enough Engagement

Sub-optimizing our Talent Investments: Why Engagement is Not Enough

February 13, 2013 | William A. Schiemann, Ph.D. | HCI

Recent research from the Metrus Institute suggests that most organizations are not getting anywhere near maximum return on their human capital investments. How can this be? For many organizations, people are the most expensive asset—one that walks out the door every night. 

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HCI Summit Spotlight: Liz Wiseman

February 6, 2013 | Katherine Ratkiewicz | HCI

In just under two months, we’ll ditch this winter snow and bask in the warm sunshine of Orlando, FL for HCI’s annual Human Capital Summit. By now you’ve probably heard about the Summit theme: Building Successful and Adaptive Talent Management in a VUCA Environment (VUCA – describes an environment characterized by: Volatility, Uncertainty, Complexity, and Ambiguity); and you’ve also started monitoring the list of rock-star keynotes as it continues to grow each week.