News: Performance Management
Performance management initiatives 'cornerstone' of workplace development
16 October 2008
Whereas performance management was once considered a standalone employee appraisal process aimed at informing compensation and promotion decisions, it is now "the cornerstone" of modern talent management.
That is the conclusion of global research firm Bersin & Associates, which has released two new studies of corporate talent management processes and their business impact.
Leighanne Levensaler, the organisation's director of talent management research, remarked that a "seemingly simple process" has been undergoing significant transformation as companies develop their assessment processes.
"Effective employee management practices are different from those in the past and focus on alignment, coaching, development and measurement," confirmed Josh Bersin, the firm's president.
A further key finding was that managers and supervisors are "the front line" for all employee performance practices and ultimately drive the success or failure of talent management initiatives.
Nonetheless, 45 per cent of training and human resources professionals surveyed admitted their managers currently "have difficulty" differentiating between high and low performers.
A further 40 per cent of line managers suggested they would need more training to deal with employee performance effectively.
Carried out over a period of seven months, Bersin & Associates' research involved interviews with human resources executives and multinational organisations ranging in size from 5,000 to 250,000 employees.
