4.03 Is it time to redefine performance?

Performance is a word we throw around easily in work and HR conversations, but do we actually agree on what it means?In this episode we challenge the assumptions and complexity behind a term we think we all understand. Starting with the uncomfortable truth that most organisations operate without a shared definition. And we explore the consequences of trying to reward or manager performance without this clarity.We introduce a four-part model of performance, developed by Gemma though real-life client experience.We discuss how performance is dynamic, nuanced and influenced by context, and how conflating its component parts can often lead to flawed pay and promotion decisions.Key Points DiscussedWhy “performance” is often poorly defined in organisationsFour key dimensions of performance: effort, behaviours, skills, outcomesSeparating performance dimensions to improve reward and promotion clarityWhy impact and added value might deserve their own dimensionsThe link between performance frameworks and fairer, strategic reward systemsKey TakeawayPerformance isn't one thing. It's a multi-dimensional, evolving concept. Without a shared definition, we risk managing and rewarding it in ways that are biased, inconsistent or unhelpful. A clearer, more structured view helps leaders to make better strategic decisions. Thank you for tuning into this episode of The Strategic Leader podcast. If you enjoyed the show, please give is 5 stars! It will help others find the show. Check out our previous episodes and remember to subscribe so you don’t miss our future shows.If you have any questions or want to discuss anything, we’d love to hear from you:www.gemmabullivant.co.uk (for Gemma)www.wearegoodthinking.co.uk (for Fi)