‘Fight or flight’ or just a helpful feedback session?
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?