Performance Management: Turning Individual Stress to Organizational Strategy

The Conference Board of Canada, 34 pages, June 4, 2012
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This report looks at current practices in performance management based on data from the Conference Board’s 2012 Compensation Planning Outlook survey. It features five case studies and discusses creating an effective performance management system.

Document Highlights

The overall success of an organization and how well its employees perform are directly related. Performance appraisals are often key to substantiating merit-related pay increases. They are a good opportunity for managers to have a discussion with employees, track progress, hone job responsibilities, and address performance concerns. Performance management is practiced almost universally among Canadian organizations.

Although organizations make substantial investments of time and money in their performance management systems, less than half are confident their systems are effective. They struggle with subjectivity, consistency, and fairness.

This report looks at current practices in performance management based on data from The Conference Board of Canada’s 2012 Compensation Planning Outlook survey of 381 predominantly large and medium-sized organizations. It features five case studies of organizations that have challenged themselves to improve their performance management systems. Finally, it discusses potential roadblocks to and tips for creating an effective performance management system.

Table of Contents

Executive Summary

Chapter 1—Performance Management Systems and Appraisals

  • Appraisals 101
  • Getting the Full Perspective: 360s and Multi-Source Feedback
  • Appraising Yourself

Chapter 2—Processes and Implementation

  • Performance Discussions: Finding the Time
  • Automated or Paper-Based?
  • How Many Rating Levels Are Enough?
  • Forcing a Distribution
  • Removing Subjectivity: Calibrating Appraisals
  • Helping Managers With Performance Management

Chapter 3—Rewarding Performance and Talent Management

  • The Role of Performance Management in Managing Talent
  • Turning Employee Performance Around

Chapter 4—Evaluation: What’s Working, What’s Not

  • Effectiveness of Systems
  • Roadblocks to Effectiveness
  • Keys to Success
  • Conclusion

Appendix A—Bibliography

Appendix B—Respondent Profile

Appendix C—Participating Organizations

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