Only what get’s measured, get’s done:
From small-scale, individual goal-setting to peer specific performance reviews and to large-scale, company-wide strategic workforce planning projects, it all starts with one first important step: Defining the (right) goals and measure/evaluate the result.
During our long time in consulting business, we have come across mid-size and large companies that did not have a performance management system in place. Others had a PM system, but goals were poorly described; while at some companies none of the goals were aligned, cannibalising each other.
Not only companies, but public services in Australia and elsewhere have realised that they are in demand for a well defined and balanced performance management in order to achieve their goals in the next years: http://www.apsc.gov.au/about-the-apsc/parliamentary/state-of-the-service/new-sosr/08-performance-management
As one example, see how this report from CPA and the University of Technology, UTS, Sydney, supports our findings of the importance for Performance Management and read their conclusions: http://www.cpaaustralia.com.au/cps/rde/xbcr/cpa-site/Best__practice_in_performance_management230909pdf.pdf