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The performance management revolution / Peter Cappelli, Anna Tavis

By: Series: Harvard Business Review. 94 : 10, page 58-67 Publication details: October 2016Content type:
  • txt
Media type:
  • unmediated
Carrier type:
  • volumes
Subject(s): Summary: Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U.S. companies. The annual review's biggest limitation, the authors argue, is its emphasis on holding employees accountable for what they did last year, at the expense of improving performance now and in the future. That's why many organizations are moving to more-frequent, development-focused conversations between managers and employees.
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Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U.S. companies. The annual review's biggest limitation, the authors argue, is its emphasis on holding employees accountable for what they did last year, at the expense of improving performance now and in the future. That's why many organizations are moving to more-frequent, development-focused conversations between managers and employees.

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