Performance Management

A well-developed performance management system is an essential talent management tool for high-performing organizations. This discipline covers the aspects of creating a high performance culture which enables an organization to sustain competitive strategic advantage and exceed the expectations of all stakeholders. It provides techniques for creating an effective performance management system that clearly defines expectations, helps align employee behavior with business needs and organizational culture, while bringing visible value addition to the organization. In addition, this discipline delineates performance assessment methodology, balance scorecard, and employee performance review mechanisms including performance review formats, assessment processes and techniques as also performance tracking. Performance Management delves further into the actions that need to be taken as a direct consequence of a performance review, especially performance coaching, recognition and managing poor performance, which includes the exit of poor performers. However, this discipline does not cover training and development which has been assigned to the Learning and Development discipline. Other outcomes of performance reviews, which include compensation, reward, promotion and incentives, come under the discipline of Compensation and Reward.


Performance Management to Performance Coaching

Peter Senge’s view of the learning organization emphasizes on molding and changing our mental model to one that suits to create a culture of inquiry and trust. Openness to learn and questioning without confrontation becomes one the key anchors to org

Meaningful Performance Review Conversations

Performance review discussion in its current forms looks outdated in an era that celebrates connectedness, autonomy and innovation.

Performance Evaluation in Employee Driven Talent Markets

In a buyer’s market, appraisal discussions have become a pivotal event in the performance cycle elevating the bargaining position of the emp

Research Papers

Part of the SHRM Foundation's Effective Practice Guidelines Series

Sponsored by Right Management

Each year, nearly 25% of the working population undergoes some type of career transition. Turnover is expensive, so it’s important to support new employees with comprehensive onboarding to ensure their success. Onboarding...

Part of the SHRM Foundation's Effective Practice Guidelines Series

Hiring talented individuals is critical to an organization’s success. But in order to hire the most talented, you must first recruit them. Even in a recession, it can be difficult to fill certain types of jobs, so recruiters working with limited resources must decide whom...

Part of the SHRM Foundation's Effective Practice Guidelines Series

The difference between a good company and a great one is often determined by who sits in the executive office. Studies show that high-performing executives add millions of dollars to their firms’ bottom lines.   Yet failure rates for senior executives are high—...

Case Studies

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Tools & Templates

Scorecard: What is a Balanced Scorecard?


The balanced scorecard is a popular strategic management concept developed in 1992 by Drs. Robert S. Kaplan and David P. Norton of Harvard Business School. This management and measurement system enables organizations to clarify their vision and strategy and translate them into action. The goal is to tie business performance to...

What to consider when developing performance rating scales?


Rating scales are used in performance management systems to indicate an employee’s level of performance or achievement. These scales are commonly used because they provide quantitative assessments, are relatively easy to administer and assist in differentiating between employees.

While there is no consensus on which...

Performance Development Plan
Name of Company
Performance Development Plan
Instructions on filling up the Form:
This form is designed for employee’s own reference, to assess what are their...


When I wrote my book in 2011-12, I had outlined the steps of how HR interventions can be designed to solve customer problems, interventions that are evidence based and measurable. The approach was to define the process used, so that it is highly transferable and can be used by any aspirant who needs to demonstrate a direct business contribution to...
Subject Matter Expert
What earns HR the most brickbats? A frequent gripe of people working in supporting or enabling functions is that they do a thankless job! They get few bouquets and more brickbats… Reflecting on what gets HR the most criticism, from employees, business and people managers alike, I came to the conclusion that the “Process of Normalization,” carried...
By Christina Fernandes “The fraudster is always 10 steps ahead and is continually finding new techniques to defraud,” said Sanjay Kaushik, Vice President –Operations, Pinkerton India opening the SHRM India Noida Forum on March 25. Read more

Featured Books & Publications

By Lin Grensing-Pophal, Reviewed September 2002 6/1/2001 For a variety of reasons, giving constructive feedback to employees is often an intimidating task for managers and HR professionals. Employees may react defensively. Managers may hesitate to raise an issue that appears "minor." The tight labor market may make management hesitant to...
6/1/2005 Introduction Many HR professionals conceptually understand the importance of linking human capital measures to firm performance, but have difficulty putting these concepts into an executable plan--one that is practical, effective and readily supported by departments outside of HR. The disconnect between concept and implementation occurs...
SHRM Briefly Stated ROI Series 6/1/2006 In the fast-growing knowledge economy, many organizations rely heavily on their intangible assets to build firm value. Because an organization’s output is often measured in the services and ideas that employees bring to customers and clients and not by tangible products, performance management at the...