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.
UK managers are ill equipped to lead and get the best from their people, according to surveys from the CIPD...
Adobe Systems, one of a number of high-profile companies to ditch annual appraisals, has made its “Check-in” materials freely available...
As the bonus season begins, Gerry O’Neill looks at whether the annual “incentive” has become less of a discretionary gratuity...
New research shows a shift away from traditional performance management processes towards more a more agile, dialogue-based approach, so how...
Poor sleep and work performance are linked, according to a recent study, backed up by a body of previous findings....
The idea of “performance” in the workplace has become tied up with negativity, argues Matt Barker, director of consulting company...
To coincide with National Dyslexia Week, Acas has published research on policies and practices which can help staff with neurological...
Stephen Bevan answers questions on evidence-based HR, perverse performance management and how technology is changing work.
As the result of the referendum on the UK’s membership of the EU sank in during July, employers began looking...
Managers are too busy making generalisations to tap into the potential of older workers, according to a new policy paper...
HR must play a role in resolving the crisis in trust in leaders, according to former BBC HR director Lucy...
Tapping into the workforce’s creativity and innovation is one way to engage employees at organisations where it is “trendy to...
Despite falling short of performance expectations, nearly a quarter of managers are still taking home extra pay on top of...
For the last three HR Tech World events, Faye Holland has interviewed and assessed dozens of companies who believe they...
We can really over-engineer things in HR. The jargon, the models of engagement, the diagnostics. Are we creating a veneer...
