Insights from the UK Performance Management Report 

The “UK Performance Management Report” for 2019 has recently been published and it provides informative reading for anyone looking to stay up to date on current thinking around performance management. The research is a survey of HR leaders, managers and employees which explores attitudes to and adoption of performance management in the UK. The goal of the research is to understand their views on performance management, as well as its purpose and how they use it.  

The authors note that the view on performance management has changed dramatically, even in recent times. First performance management became flavor of the month at high performance organizations. More recently it has fallen out of favor, being replaced by “Learning and Development” as the key focus for talent management. The report’s authors argue that “performance management is far from dead, it has just changed”.  

One of the interesting insights from the research is the role of the Board of Directors and how the Board impacts on the culture of performance, and in particular, a culture of honest feedback. The research finds that whilst there are many HR Managers and Functional Managers that place great emphasis on a culture of feedback, it is more difficult for them to tell the Board of Directors that there is a weak performance culture within the organization. This is a question that the Board needs to actively pursue with managers directly.  

Nonetheless, the Board of Director’s are generally seen as being “bought-in” to performance development as a whole. When asked about how senior management and the Board of Directors view the importance of performance management at their company, the responses were generally positive. More than half of the responders at both management and employee level confirmed that they felt management were invested in people’s performance.

Learn More About the Certficate in Performance Management What Topics Are Covered in this Certification Course? Module 1: Key terminology, acronyms and a basic introduction to the area of performance management. Module 2: Ensuring that performance metrics align with the organization’s vision, mission, strategy and objectives. Module 3: Understanding the relationship between performance management and related key activities such as recruitment, compensation and training. Module 4: Introduction and evaluation of different performance management strategies, techniques, tools and software. Module 5: Performance management cycle and purpose of the annual performance review. Module 6: Creating performance and development plans (including the provision of templates). Module 7: Appraisals: preparing for and carrying out. Module 8: The role of the team leader in achieving high performance. Module 9: Key characteristics of a high performing team and the stages of group development. Identifying core behaviors that drive high performance. Module 10: Nurturing a performance culture.