Performance Management Conference 2014

We all understand the theoretical benefits of performance management - the way it lies at the centre of learning, reward, career management etc., and also acts as the basis for increasing the performance or the business.

The fact is, however, that it hardly ever acts like this! If there was one process in HR, or even across the whole of business, that most organisations would agree is broken, it would surely be employee performance management. Nothing else we do turns both managers and employees off so much or results in so much wasted time (mainly through poor application and ineffectual conversations but often not helped by bureaucratically heavy designs). Yet it should not be like this.

Employee performance management should be an absolutely critical business process, providing the main mechanism an organisation has for ensuring that work is performed and objectives are achieved effectively.

Speakers:
Global Engagement Director, Swarovski
Global Head of Performance Management & Incentives, NSN
HR Partner, CERN
HR Director, KPMG
Global Head of Talent & Reward, Bombardier Transportation
Group Adviser, Performance & Talent Management, Rio Tinto
Head of CoC Personal and Intercultural Competences, BMW Group