Editor's letter: Good or bad?
New performance management systems need to win over hearts and minds or risk increased defections, says Manju Manglani
The quest to streamline firmwide approaches to performance management is a difficult one, particularly as it involves winning over hearts and minds.
Those who are starting out in their careers are eager for feedback and hungry for recognition of their hard work. They consider the filling in of endless forms about themselves a fascinating exercise which supports their efforts to revamp their résumés.
But more senior members of the organisation – many of whom did not receive the lavish praise they are expected to dole out to juniors – often respond to the imposition of new performance management processes with irritation. They are the ones who will need convincing if the new system is to ever meet its lofty objectives (and not have the side effect of increasing defections).
This month, Linklaters shares its experience of developing a consistent approach to performance management across the international firm as part of its plan to create a ‘global glue’ that represents a competitive advantage. Read on to find out how it tackled the myriad cultural issues.
Wishing you peace and goodwill over (at least) the holiday season,
Manju Manglani, Editor
– mmanglani@wilmington.co.uk