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Peformance Management

Crowd sourcing: Social performance management tool

Josh Bersin predicted: “In 2012, we will see the practices of ‘social’ start to revolutionise rewards and recognition, learning, performance management, recruiting, and career management”.Eric Mosley in a Harvard Business Review Blog concurs, saying that, “We're on the cusp of a major change that uses the power of social to fundamentally shift from a traditional, top-down management hierarchy to a new bottom-up approach”.


Creating a virtual office

Not too long ago, stalwarts in the corporate world considered organisational design as being about designing an organisation's office. Their sentiments were valid because, until 2001, there had been hardly any work done in the field. However, with the advent of the Internet, thriving businesses can now be constructed in virtual offices, which can employ up to two hundred workers.


HR as a strategic business partner

Creating a comprehensive and compelling HR strategic plan, one that is geared to enable the achievement of business objectives, is vital to secure HR’s position as a strategic partner. HR’s credibility in the boardroom is undermined when the strategic plan fails to take cognisance of key business drivers.


Focus on outcomes for sustainable performance improvement

The world is becoming highly competitive and this also applies to HR and training professionals. Information through technology is flattening the world and we need a way to distinguish ourselves from other HR practitioners. As business partners we are responsible, alongside management, to drive and improve performance in the organisation. 

We also need to be credible and provide performance solutions that are backed by a methodology which will consistently produce results in all our performance initiatives.


Against the odds: Performance management that works

 In some organisations the feeling of doom happens once a year, in most organisations twice a year and in a few others more regularly than that. You just have to walk into a government office where the performance management process is still compliance-driven and paper-based to see the despondence on the face of the person pushing the trolley with all the paper. In general, performance management is viewed as a necessary evil and most people dread the process.