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Harvard business review, 2016-10, Vol.94 (10), p.58
Ort / Verlag
Boston: Harvard Business Review
Erscheinungsjahr
2016
Link zum Volltext
Quelle
EBSCOhost Business Source Ultimate
Beschreibungen/Notizen
Back then the idea of abandoning the traditional appraisal process -- and all that followed from it -- seemed heretical. But now, by some estimates, more than one-third of US companies are doing just that. From Silicon Valley to New York, and in offices across the world, firms are replacing annual reviews with frequent, informal check-ins between managers and employees. Without question, rethinking performance management is at the top of many executive teams' agendas, but what drove the change in this direction involves many factors. Companies are under competitive pressure to upgrade their talent management efforts. This is especially true at consulting and other professional services firms, where knowledge work is the offering -- and where inexperienced college grads are turned into skilled advisers through structured training. When rapid innovation is a source of competitive advantage, as it is now in many companies and industries, that means future needs are continually changing. Because organizations won't necessarily want employees to keep doing the same things, it doesn't make sense to hang on to a system that's built mainly to assess and hold people accountable for past or current practices.