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.
Nearly one in five employers see their disciplinary processes dragging on for longer than three months, a survey finds.
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The traditional nine-box grid of managing performance may be too 'crude' for organisations that want to get the best out of their people.
Three days a week in the office is the optimal hybrid working arrangement for culture and performance, research has found.
The UK’s poor productivity record need not be a mystery; it is closely linked to failings around relationships, argues Andrew Jackson.
Questions last month focused on the agency workers during strikes, payment in lieu of notice and dismissing an employee who is in prison.
A survey by Lattice finds only one in five employees always understands their employer's performance expectations.
Employment tribunal hears that a bakery did not adequately inform an employee about performance concerns before it dismissed him.
Andrew Mawson discusses presence bias and how organsations with hybrid working models can eliminate it.
Pushing employees into resigning to avoid redundancy can be fraught with risk, and could lead to a tribunal claim.
Goldman Sachs will pay $215m to settle a sex discrimination case brought in the US. It will also review performance and promotion processes.
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If organisations are toying with the idea of shifting their hybrid or remote arrangements to in-office, what do they need to consider?
AstraZeneca wowed the Personnel Today judges with an ‘initiative that is superbly designed and comprehensively supported through coaching and development’.
An employment tribunal has found Starling Bank treated an employee with asthma unfavourably when it dismissed her.
