Engagement and Performance Management

Performance management is broken, such is the conclusion from Deloitte’s Global Human Capital Trend 2014 research:

‘Only 8 percent of companies report that their performance management process drives high levels of value, while 58 percent said it is not an effective use of time.’

Many Leaders, HR and Employee Engagement professionals worldwide echo the findings of this research and fear that ‘new-age’ initiatives such as employee wellbeing and digital enablement will not get off the ground if more fundamental issues such as effective performance management is not championed by leaders and embraced and implemented by managers and employees alike.

Our Purpose: We will explore the failings of current performance management processes and to understand why performance management itself seems to be ‘underperforming’ businesses, particularly in the UK.

Our activity: We will:

look to correlate the relationship of best practice examples of performance management to high levels of employee engagement.

identify and create a framework of best practice tools, case studies and behaviours to enable organisations to fully harness the potential benefits of effective performance management to share with researchers/ academics and practitioners.

review the most frequently used performance processes, platforms and tools to identify common flaws and failings, as well as examples of what has been proven to work exceptionally well, and put forward new processes based on the outcomes of the above.

research the human component in the failure of performance management processes, as well as the behaviours that seem to underpin success. These could include, but not be limited to: