Re-engineering the Performance Management Process

This text sets out to offer a practical, hands-on approach to re-engineering the performance management process in order to ensure true effectiveness. The book draws on real case studies of work with Hay clients in the US, UK and other Western European countries. It is written primarily for users of performance management, ie, all line managers and employees. The author stresses that for performance management to be fully effective it has to be a collaborative exercise between managers and staff: it is not, or should not be, a process which is "done to you"; everybody should accept the responsibility of making it work. The first part of the text deals with the current state of play with the use of performance management in organizations in the US and Western Europe. It defines performance management, assesses how well it is doing, how organizations are changing and discusses the implications of these organizational changes on traditional approaches to performance management. The second part of the book outlines the steps to be taken to re-engineer the traditional approach into a more effective performance management process.