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The State of Performance Management PDF Print E-mail
Written by Surranna Sandy, CPRW, CEIP, President   

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Wednesday, 18 August 2010 03:36

Some facts from the recent report, The Current State of Performance Management and Career Development 2010:

Performance weighting is tipped toward results, particularly for executives

When weighting the two sets of performance components-what is accomplished as well as how it gets done- it appears that most organizations tip the scale towards results, particularly for executives.

  • · 62% of respondents indicate that executives are either measured solely on results (30%) or more on results than competencies/behaviors (32%).
  • · Only 4% of respondents indicated that executives are measured either solely on competencies/behaviors (1%) or more on competencies/behaviors (3%).
  • · At the individual contributor level only 10% of companies measure only or mostly competencies/behaviors.
  • · Also at this level, the most popular approach is 50/50, with 48% indicating they use this relative weighting.

 

The ratingless system

The ratingless performance system does not appear to have caught on. In the performance systems of 93% of responding employers, employees do receive an overall rating - either number, letter, or label.

The five-point scale remains the top choice

The five point performance rating scale has become even more popular in recent years.

  • · 63% of respondents report using a five point scale (compared to 45% in the 2005 study).
  • · 19% report using the four point scales.

 

Calibration meetings

Calibration meetings are increasingly common as a way to ensure consistency in ratings.

  • · 61% of responding employers conduct some form of calibration meeting - either to provide guidance to managers; or to compare, discuss, and reach consensus on employee performance ratings.

 

Merit increases

While merit increase ranks at the top, other reward links appear to be gaining attention:

  • · 63% of participating companies indicate that the performance rating drives the merit increase.
  • · 45% say it drives variable (incentive) pay.
  • · 28% report that it drives prospects for advancement.
  • · 20% indicate that it drives an employee's access to new experiences and challenges.

Source: Compensation Force, http://snipurl.com/zxfof

Download the full report- The Current State of Performance Management and Career Development 2010;

http://snipurl.com/zxfnj

 
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