Performance Management Reboot: Fresh Perspectives for the Changing World of Work

Performance management systems have become too time-consuming and cumbersome - the time is right for a reboot. This guide will show you how to revisit your performance management strategies - use simpler tools, move towards developmental discussions, and remove or reduce 'forced' rankings. This handbook serves as a practical and convenient guide to managing performance in an uncertain, turbulent, world where companies must adapt. This book is guaranteed to be different from other performance management titles you've read, because it's: Based on years of personal experience in implementing hundreds of performance management systems in companies; Written by contributors who have actually done and experienced what they are writing about; Practical and, for once, tells you how to do it, with no missing steps or information. There are tool kits, forms and check lists that can be used instantly; Written in plain English with no bamboozling jargon, with many practical examples and templates that you can amend to suit your needs; Underpinned by empirical research. After reading Performance Management Reboot you will be able to design, implement and use a performance management system that is perceived as fair by all stakeholders and which stimulates better performance.

Table of Contents:
Acknowledgements; Foreword; Sourcing of figures and diagrams; About the author; List of contributors; Prologue and preamble; 1. Introduction and context; 2. The philosophy of performance; 3. Measurement and metrics; 4. Developing an output-driven performance plan; 5. Performance appraisal; 6. Performance appraisal rating scales; 7. The balanced scorecard approach; 8. Multisource/360-degree feedback; 9. Crucial/honest conversations regarding performance; 10. Performance-related pay; 11. The link between performance management and long-term incentives (ltis); 12. Director and board evaluations; 13. Does performance management work?; 14. Critical success factors and trends.

About the Author :
Mark Bussin is the Chairperson of 21st Century, a specialist reward consultancy. He has reward experience with many multinational companies across all industry sectors, and is viewed as a thought leader in the HR, remuneration and performance arena. He serves on, and advises, numerous boards, remuneration and audit committees on executive remuneration, strategy and board performance. Mark holds a Doctorate of Commerce. He has published or presented over 400 articles and papers. He has appeared on television and radio, and in the press, giving expert views on remuneration. Mark is a guest lecturer at several universities and supervises masters' dissertations and doctoral theses in the reward area. He is the past President of SARA (South African Reward Association). In his spare time, he likes flying Cessnas and spending time with his family.