How useful, really, is your performance management system? Does it produce demonstrable improvements in performance and employee motivation? Or is it the bi-annual meeting everyone dreads?
In this article in strategy+business, David Rock and others explore why most performance management systems are based on principles which run counter to what the neuroscience tells us - and yet organisations persist with PM systems that may even harm performance not improve it.
Are you willing to rock the boat and challenge the utility of yours?
Kill your performance ratings
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