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Peformance Management

The evolution of performance management: From stick to coaching

Claire’s heart was beating fast as she approached her manager’s office. Today was time for the dreaded performance appraisal. Last year her manager caught her off-guard and discussed things that he thought she performed poorly in throughout the year. She wondered why he could not have told her earlier. Her self-esteem was in tatters after the meeting and to add insult to injury, she did not receive a performance bonus and only a marginal increase! She was wondering what type of surprise lay in store for her today and seriously considered calling in sick.


Performance Dialogue: A Vodacom Case Study

Vodacom Group Limited (Vodacom) is an African mobile communications company providing voice, messaging, data and converged services. From its roots in South Africa, Vodacom has grown its operations to include networks in Tanzania, the Democratic Republic of Congo, Mozambique and Lesotho. Vodacom is majority owned by Vodafone, the world’s leading mobile telecommunications group and is listed on the JSE. 


Don’t restructure: Reconfigure and improve your organisation's performance

As a consultant, I often get asked to review an organisation's structure. The structure is seldom the reason that an organisation or department is not performing. It follows that, on its own, restructuring is rarely a solution to the problem. In many organisations, continuing rounds of restructuring to improve efficiencies also results in change 'fatigue' and there is a limit to the benefits that can be realised over time.


Organisational performance delivery - a systems view success

We all have to tighten our belts and understand where the budget is being spent and why. This is also true for HR and Training Managers who have to report on the impact and value of the budget spent. Often, in consultation with management, we suggest solutions and interventions for performance issues, without evidence of what caused the performance gap, where the gaps are, what the reasons for the gaps are, and how to measure and evaluate the results and impact once the solution has been implemented.


Accelerating performance

Maureen is responsible for the release of materials – a specialist resource in a thriving organisation. She used to work with one project manager, but, together with other people around her, now has to do a lot more. Her project managers do not have time to give advice and she is increasingly working with project managers all over the world, receiving limited instructions and having to push out more. Maureen is struggling because she finds that sometimes she has no work and sometimes she is overloaded.