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.
A guide to drafting a clear and concise performance improvement plan, to help employers tackle underperformance early and to invoke formal action when performance issues cannot be resolved informally.
Three in five HR practitioners have upskilled or reskilled as a result of their organisation’s response to the pandemic, a...
IWG head of talent discusses how hybrid working provides the best solution for employers and employees.
The CIPD is calling on employers to improve their understanding of 'job quality' and double down on efforts to make work a force for good.
This XpertHR webinar will present the practical steps that can be taken to adapt to change while maintaining good mental wellbeing.
Frequent 'performance snapshots' may provide a more accurate picture of achievements.
Appraisals can be daunting for both appraiser and appraisee, but they can be especially challenging when they are held virtually.
The Financial Services Compensation Scheme's chief people officer David Blackburn – HR Director of the Year 2020 – talks to Ashleigh Webber.
It is well recognised that feeling supported and safe psychologically can enhance individual and team performance in the workplace. But...
A study has found a strong link between manager-employee trust, financial performance and productivity.
A union said that some of the National Childbirth Trust's practitioners were being “bullied” by the trust’s quality assurance procedures.
An employment tribunal in Birmingham ruled that Steve Pointon was subject to disability discrimination and constructive dismissal.
KPMG has been using a ‘set distribution’ or ranking approach to assessing employees’ performance. Like annual appraisals, this strategy has fallen out of favour in recent years, but why?
Law firm Slater and Gordon says some redundancy selection processes are unfair and employers are unlawfully making decisions based on protected characteristics.
The ability to forge effective working relationships is more important than ever, with remote working now normal for many as a result of the pandemic.
