More and more companies are questioning their traditional performance appraisal systems. Managers and employees doubt the usefulness of this annual procedure. Performance appraisals are considered a tiresome exercise and puts human resources work in a negative light.

No one doubts the need to discuss and clarify performance expectations, to give and take feedback. And of course, companies cannot do without formal evaluations. From time to time, decisions have to be made about promotions, salary increases and the like.
At the same time, orientation is lacking when it comes to the question of meaningful alternatives. Old instruments are often replaced by new ones with little thought.

In this presentation I will show how you always have to think of alternatives with regard to the problem or the benefit and take the context into account. Using examples, I will illustrate when which instruments work and when they do not. The explanations are partly psychological and partly pragmatic.

CEOs and executives of small, medium-sized and large companies, human resources executives, HR managers and professionals, management consultants