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.
Major employers join those presenting case studies at this year's Learning Solutions event, and focus their thoughts on improving company performance through skills development
With a new managing director and a place on the board, the HR director at TNT Express has a lot to look forward to.
John Seddon argues that command and control cultures are failing organisations and that HR should drive forward new ways of working
Alex Blythe reports on how a performance management system helped the Co-operative Bank improve its service
With a fifth of the UK’s largest firms claiming to have no performance management systems in place, how can organisations...
In December 2003 Personnel Today in partnership with PeopleSoft surveyed around 900 HR professionals on performance management systems in their...
Hugh Thompson finds out how entrepreneurs get more out of their staff than some of their bigger corporate rivals
A panel formed by The Work Foundation to tackle the issue of low productivity in the UK has led to the creation of a High Performance Index, a practical yardstick businesses can measure themselves against to raise their game.
