All employers want to get the best out of their people and the vast majority of employees want to succeed and progress. However, performance management processes are rarely straightforward.
Often it is difficult for an employee to recognise and accept that their performance is not ‘up-to-scratch’. Sometimes there is a fundamental gap between the requirements of a role, and the skills of the individual performing that role. Sometimes poor performance is a symptom of a deeper issue. However, the difficulties associated with performance management are rarely confined to the individual whose performance is under scrutiny. Often managers are promoted because of their technical, operational, or commercial achievements; not because of their ability to manage people. Some have a natural aptitude for supporting and developing the skills of staff; but many are inexperienced or ill-suited to people management.
These difficulties and challenges are all the more acute in a remote working context.
This invaluable practical guide:
