More insights for the London Neuroscience Conference 2013:
Day two kicked off with a very good session on performance management. The observation was that most PM processes create a threat response. They also in practice have an unclear purpose; articulated as improving performance but the actual outcome is compensation management.
Also implicitly most processes assume a fixed mindset; people are hired as talented and capable, or not, rather than a growth mindset; people can grow and develop thorough effort and training. A focus on the social elements and the quality of the conversation shifts the experience of PM.
There was excellent input which dispelled the myth that to change performance management from being primarily a threat to a more brain-savvy approach means losing structure and accountability.
Performance Management is clearly an area where we will see a lot more discussion over the coming months. The challenge was thrown out that HR must stop making incremental changes and rethink the purpose of performance management and the results being obtained based on the company purpose and an understanding of how humans actually respond.
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