The business environment has experienced significant change in the last decades – driven by globalization and shifts in the expectations of today’s workforce. Our culture of self-expression has led to an unprecedented desire for creativity and fulfillment in the workplace, as well as the expectation of instant feedback. Teamwork, technology, and long hours collaborating in coffee shops have replaced working alone at a desk in an office. Yet more than 95 percent of US companies and more than 90 percent of global organizations still manage performance with techniques first pioneered in the middle of the last century.
Today, most organizations rely on employee reviews to make compensation and promotion decisions. But this annual ritual is almost universally dreaded by employees and HR professionals alike, and it’s become abundantly clear that the traditional approach is neither increasing organizational performance nor motivating individual development. In fact, research increasingly shows that traditional performance management has the opposite effect by demoralizing and disengaging employees.
So why do organizations drag their feet on rebooting their performance management approach? Building one that is nuanced, thoughtful, and most of all, effective to performance management for the 21st century? Perhaps because of the doubt, skepticism, and downright antagonism their sure to face from the old schoolers in their organization.
In this session, I’ll will walk you through today’s top barriers to modernizing performance management and how to build support for rebooting their approach among the leadership of their organization. From fundamentally adjusting the way we approach our people to how to build the courage to become an evangelist for improved programs within your organization, I will present the case for breaking free from the performance management of the industrial era — and coach you on specific ways to actually do it.