Performance management makes an important contribution to corporate management and feedback culture: First, it translates the organization’s strategy and goals into requirements for the individual, i.e. into targets and action, thus supporting strategy implementation. At the same time, feedback-oriented performance management with a modern approach can bring more and better dialog into the organization and ultimately more innovation and learning.

Performance management surveys individual and team performance (“looking back”) and in many cases also the potential of the employees (“looking forward”), calibrates various perspectives to one employee and thus defines the consequences with a view to remuneration and development.

Performance management thus provides the basic “currency” for a large number of HR processes such as remuneration, talent pools and appointment processes.
The experts of the hkp/// group provide support to international organizations to develop their key beliefs for performance management, such as:

  • What is individual performance?
  • Should individual performance be remunerated?
  • If so, with which remuneration element?
  • Should rating be performed for a variety of perspectives?
  • What does potential mean for us?

Once these key beliefs have been clarified, the hkp/// group provides support in the design of the instruments and in the implementation, such as how performance management is mapped in new or existing HRIS systems.


Author Carsten Schlichting

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