Performance Management: HR shapes corporate performance

What works well in traditional systems and what usually does not succeed

• Structure, security, and transparency: the advantages of target systems and employee appraisals.
• Why many systems demotivate, delay processes, and remain opaque.
• Employees' expectations of modern feedback and appraisal processes.
• Influence of the internal attitude of management, executives, HR, and employees.
• Best practices from companies as inspiration for your own performance system.

Fundamentals: What good performance systems really need

• The four Cs of performance: context, clarity, competence, communication.
• Higher, faster, further gives way to new priorities: cooperation and development.
• Looking at performance alone is not enough. Behavior is also a key factor.
• Influence of evaluation, feedback, and development.
• Psychological effects: reactance, comparison, self-efficacy, fairness.
• The needs of managers and how HR provides targeted support.

New thinking: The principles of modern performance development

• From obligation to incentive.
• From goal-setting meetings to continuous check-ins.
• From evaluation to feed-forward culture.
• Individual performance vs. team performance.
• Digression: Short-term measures for performance improvement.
• From tool to culture: HR as the architect of modern performance environments.

Implementation in your own company

• Approaches that need to be maintained, adapted, or rethought.
• Stakeholders who must be involved in the change in order for implementation to be successful.
• Quick wins, pilot formats, and initial steps toward change.
• HR as coordinator in transition: roles, lines of communication, responsibility.
• Success factors from companies that have successfully navigated change.