Tom Haak is the director of the HR Trend Institute (https://hrtrendinstitute.com). The HR (Human Resources) Trend Institute follows, detects and encourages trends in the people and organization domain and in related areas.
Tom has an extensive experience in HR Management in multinational companies. He worked in senior HR positions at Fugro, Arcadis, Aon, KPMG and Philips Electronics. Tom has a keen interest in innovative HR, HR tech and how organizations can benefit from trend shifts. He is also a regular keynote speaker at prominent HR conferences.
How important is Performance Management (P.M.) in today’s high-flux organization?
- Development. Give people and teams feedback, that can be used to become better, for current and future roles.
- Direction. Help people and teams to move in the required direction.
- Recognition. Give people and teams recognition for their accomplishments and efforts.
- Pay. Gather input that can be used to determine the right pay levels, for individuals and teams.
If done well, the performance management process should lead to an increased engagement and increased the productivity of the teams and the individuals being part of an organization. Too many organizations try to meet all four objectives in one process. Recently many organizations have made attempts to redesign their performance management process. What do we see today?
- The frequency of feedback has gone up
- Feedback apps, like Impraise and TruQu, are gaining traction
- Using multiple raters (360) is becoming mainstream
- A move away from ratings (but some early adapters are already moving back…)
- A focus on “Good conversations”
- A tendency to make the feedback more superficial (“Good job!”)
- Still relying very much on humans to gather and give the feedback
- Still very much an internal focus (“We have to organize this for our organization’)
- Still a desire for a standardized organization-wide solution
Whose responsibility is Performance Management?
This is a joint responsibility of the organization (primarily managers) and the employees. HR can help to design the processes and provide access to performance consultants.
What are the key gaps in current industry practices in managing employees’ performance?
What roles can technology play to overcome key recruitment challenges being faced by the industry?
What makes a really effective P.M. programme? Any best practices to share.
An effective program does not try to fit all the objectives of performance management in one process. An effective program automates workflows as much as possible and uses modern HR tech, also in performance management. Effective processes are employee-centric, and take the wishes, needs, and capabilities of employees into account. An effective program makes at least a good distinction between goal setting, and performance consulting (helping good people to become better). An effective program should be fun as well!