In many high-growth businesses, “performance management” becomes different things to different people. It becomes annual paperwork for some, (dreaded) ad hoc conversations for others, and underperformance handling when problems have already become expensive and tough to fix. When the basics of performance management are misunderstood, there are two effects: firstly, performance does not improve, and secondly people become disaffected and discouraged.
For performance management to work (to demonstrably improve performance), quite a few different elements need to work well in tandem. This Playbook gives Leaders, Managers, Line Managers, HR and Employees a shared understanding of how performance management works as one joined-up system. It clarifies purpose, roles, fairness, evidence, and cadence, so expectations become clearer, conversations happen earlier, and the business can run PM with more consistency as priorities shift.