From 360-degree appraisals to the annual pay review, performance management can all too often become a box-ticking exercise, neglecting those all-important business objectives. Verity Gough asks, what are we really trying to achieve?
When it comes to managing staff performance, HR can often have a battle on their hands. The universally hated performance review or appraisal can strike fear into the hearts of employees and leave staff feeling stressed. And with the recent furore over city bankers' unwarranted bonuses, the importance of performance management has been brought even sharper into focus. But why has something that, when fully realised, can be an holistic process unifying the many elements of successful people management, become such a thorn in HR's side?
A business issue?
Performance management became fashionable around 10 years ago, when it was seen as something that successful organisations did, and it soon caught on.