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Many continue to view traditional performance management (PM) processes as ineffective. However, this Deloitte Insights article highlights how some organizations have made meaningful progress by improving PM through culture, technology, leadership, and workplace design. The authors argue that if continually reinventing the PM process doesn’t address the core issues around performance management, organizations may need to move beyond process to a broader set of factors. For example, Deloitte research shows that organizations with stronger business and organizational outcomes define their PM strategy around purpose and mindset, rather than processes and models. Since PM can serve various purposes—including development—organizations should clarify which intents they want their PM to pursue and let go of the rest. One recommendation provided by the authors is to decouple developmental conversations from formal PM assessments and embed them into the regular flow of work. The article features examples from companies such as Rolls-Royce, Roche, and McLaren Racing to illustrate how performance management can be enhanced.
