The label: I very much agree that the current label “Performance Management” includes or implies a wrong message. What we want to have is the optimal mix (or suite) of tools/elements/systems/processes/practices etc. that in combination provide the optimal circumstances for all employees to perform to their maximum all the time. So in my mind it is about “Performance Enabling”.
The traditional elements of Performance Management (strategy, target setting, monitoring of performance etc.) will probably persist in most organizations. However, to achieve – and sustain - great performance these must be supplemented with modern management tools that address motivation. Elements such as empowerment, adaptability, transparency, trust, etc. must play a great part in “Performance Enabling”. Critical questions must be asked: to what extent do traditional elements such as targets and bonuses actually drive positive performance? For help and inspiration, visit http://bbrt.org/