Manage Performance, Don't Mangle It

By David Wentworth

How did we get to a point where the term performance management instills fear and dread at its mere utterance? Employees tend to loathe the process, which is commonly perceived to be little more than a vapid popularity contest that does nothing to recognize their work, yet determines their pay for the next year. Managers see it as a huge time suck that culminates in a series of uncomfortable conversations and confrontations they would rather not endure.

At its core, the concept of managing performance makes complete sense. Any organization worth working for wants to ensure that its employees are focusing on the right things, achieving strategic goals and improving their performance. All of these factors directly affect organizational performance. Giving employees feedback on how they are doing helps them improve, offers managers insight into their teams and provides leadership with an overview of the talent they have at their disposal.

So what happened?

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