Performance Management is a shared responsibility in the organization.

Jennifer Compagni is Vice President, Human Resources, SmartLinx Solutions – www.smartlinxsolutions.com, who simplify the management of their human capital through industry-relevant, solutions.

Whose responsibility is Performance Management?

Performance Management is a shared responsibility in the organization. There is, of course, process ownership and tasks to be completed by the various players in the Company. However, everyone is responsible for performance – from setting clear goals that are in direct alignment throughout the organization, to having on-going discussions to ensure that there is focus on the right things, to on-going development that enables both current and future performance.

Should Development discussions be de-linked from Performance Reviews?

Development discussions will always be linked to performance discussions whether it’s part of the formal process or not. Linking the two just enables the timetable and ensures that there is a flow from assessment to a discussion of both current and future needs – for both the employee and the organization at large.

Which is the Performance Management model that’s most effective?

I don’t believe there is any ONE way to address the issue. Every company has their own needs and a culture that they are trying to support – as long as the tool assesses both the “what” and the “how” it should work.

Is the Bell Curve any longer relevant?

Calibration among assessors is the key. It is time-consuming and can be painful at the start – but if done correctly and diligently, it is the underlying success factor to effective ratings and budget distribution.

What works best in Employee Performance Management?

Diligence and discipline to the process. Commitment to the Company and the people.