Performance management consists of two parallel processes. The first is the informal, day-to-day management of individuals and teams by their immediate line manager. The second is the formal framework within which the performance of individuals and teams is assessed and improved.
Segregating learning from performance management is like spinning one wheel of a bicycle at a time – an illogical approach that gets you nowhere. This paper explains why effective talent development can only be served by a unified approach that integrates these two elements into one cohesive strategy.