When creating a business strategy, considering expectations against reality can be challenging. The management team is tasked with integrating all processes of the business, aligning them with the goals of vision of the organization.
In a previous blog, we talked about how organizations are striving to transform the way they do their business digitally. For them to successfully change, they need systems that serve the different functions their businesses operate on.
Setting up your performance management system is a complex process that requires a huge amount of time and effort, and the involvement of multiple functions to ensure that your system is comprehensive and covers all required aspects of performance, including financial, people and processes.
Throughout our work with several organizations to help automating their strategy execution and performance management processes, we’ve encountered some common obstacles, which stood as rock-hard barriers, delaying, and sometimes preventing the start or progress of the execution process.
Your employees are your most valuable assets. You want to keep them motivated, passionate about their jobs and productive enough to help you achieve your organization’s goals. The direct way to accomplish this is by ensuring an effective performance management process is in place.
If you are a manager, then you’ve had at least one difficult and uncomfortable conversation with an employee regarding their performance. Usually, the conflict arises because of the different perspectives you and your employee may have, concerning what an acceptable performance is.
It's Friday morning. After a short walk I headed to the gym for a yoga and breathing session. However, this session didn’t conform to its usual flow. I was too distracted by last night’s conversation with a friend, the managing partner of a private company. His continuous dilemma? How to balance the need to massively increase workforce performance with his passion for employee retention.
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