Performance management has been part of the business landscape for so long that many companies have lost sight of the outcomes they expect to achieve through the process. In fact, most performance management processes have multiple, conflicting intentions. On the one hand, they aim to measure performance — a metric that is often elusive, especially for knowledge workers. On the other hand, organizations also have the goal of improving employee performance. The performance management process is often also aimed at collecting data that can inform talent decisions, as well as related data such as career aspirations and development opportunities. Although all of these elements have something to do with the employee, trying to incorporate this mishmash of things into a cohesive assessment is like making dinner with what you’ve got in your fridge: Once in a while it meets expectations, but usually it ends up being a questionable proxy of a meal. For organizations, such an approach is both time-consuming and ineffective. READ MORE