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One of the most frustrating and archaic HR practices is performance management, a process with which many companies struggle even today.
To move beyond the struggle, the first and primary realization we must accept is that performance management is not for HR’s benefit. Performance management is actually what its name implies: It’s all about managing people, work and projects.
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No matter what outcomes HR teams may want to gain from the process (forced distribution, pay equity, deep succession plans, development strategy), the performance management process should ultimately revolve around actually helping people get their work done. This very
