Putting It All Together—A Performance Management Program That Every CEO, Board of Directors, and Individual Employee Can Love
MUCH HAS BEEN WRITTEN about turning the annual performance review process into a “strategic” corporate exercise. That’s critical in an era where intellectual capital defines any company’s ability to stand out from its peers. In reality, though, this challenge has gone mainly unresolved because managers see performance appraisal as an exercise that focuses only qualitatively on individual performance as opposed to quantitatively on enterprise performance.
Of course both are important, but we would argue that the strategic use of performance appraisal in many ways overshadows its use as an individual performance ...