performance management in the digital age

performance management in the digital age

performance management in the digital age:
The need to modernise the management of performance is no surprise in the business world. For this, companies of all sizes are updating their definition of the term to be more responsive to the interests of its employees and also the business by creating a motivating environment and production.

We consider performance as the act or ability to perform, execute or perform a particular task or role in a specific context, achieving expected results or not. This applies both to the performance of a stage artist, as an industry or an athlete for example.

In the knowledge society measure and above all promote the increased performance in the organisational context has become one of the major management challenges due to their complexity. About 20 years ago the companies motivated employees mainly through three basic items: promotions, benefits and salary.

However, common sense that this kind of reward move employee engagement today is no longer guarantee job satisfaction, factor this that makes the management of organisational performance is an increasing challenge for HR managers.

Performance Management in the Digital Age:

Performance Management in the Digital Age: In this growing debate about the effectiveness of performance management models, we see more and more companies experiencing problems with its evaluation mechanisms that often do not reflect the reality of day-to-day. Both leaders face as led the management of traditional performance as something demotivating and little comprehensive.

Excess control mechanisms can generate:

The lack of autonomy that “kills” the creative process

Increased motivation levels and stress

Considerable red tape hampering compliance with deadlines

performance rating only by quantitative indicators

Moreover, this misrepresents the real sense of the word setting performance that has to be seen as necessarily meet goals without tax measure the work of individuals results.

But what is moving the need for changes in performance management?

Most companies still stand to modernise how to assess the team’s performance, is the uncertainty about the effectiveness of new mechanisms or for the internal acceptance. Some ” early adopters ” – companies that migrated to a more flexible and dynamic system, report increased satisfaction and development of individuals.

While the nature of work has changed dramatically with the arrival of technology and performance measurement methodologies the arrival of Generation Y market is accelerating the renewal of this process.

Factors such as job security come to give rise to new challenges and concerns of professionals born after 1980, such as:

Need for greater independence and confidence

Carrying out activities that challenge professionals to seek new solutions

Need coaching and feedback continuous

Flexible hours – focus on productivity and not on time

Search for various forms of compensation for performance

And above all have a sense for these objectives to be achieved

Technology as an ally

The technology in this scenario helps handle huge volumes of data and indicators in order to facilitate the analysis of real-time performance through modeling of analytical data. This, in addition to reducing the subjectivity of the performance evaluation process, promotes more dynamic processes and consistent with the aspirations of generation Y.

With cloud technology we have access to information at any time and place, facilitating analysis leading to decision making and communication between sectors and teams, promoting gains in time so that managers are dedicated to achieve their goals.


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