1 The Traditional Performance Review and the New Global Workplace

 

“Liz, I’m asking for your help,” said Rebecca, vice president of human resources at Hydrolab. “We are about to make some big changes in the performance review process.”1

Liz managed product development at Hydrolab. She was a Stanford graduate who wore simple suits, studied martial arts on weekends, and listened to obscure UK garage bands. The door of the HR manager’s office was closed; it was a confidential discussion.

Rebecca continued, “I checked the records of the performance review process, and you are one of the few managers who does your reviews on time, thoroughly, and thoughtfully.”

Liz said evenly, “Rebecca, I like giving reviews. I’ve got a good team. But I’m careful ...

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