We have now been through a decade of experiments, dialogue and eventually debate in exploring the right way to measure individual performance in organizations. The big shifts primarily started about five years back when some pioneers of the performance management (PM) revolution said goodbye to what came to be called the “traditional” way to manage performance. In most instances, the inefficiencies of the traditional approach were blamed on the rating system. As the conversations and experiments continued to evolve, there has been an emerging realization that PM is about more than eliminating or redoing the rating structure. READ MORE