Because labor costs represent one of the major expense items for most enterprises, it should come as no surprise to anyone that “personnel”, “talent”, or “human resource” management is a major strategic and tactical priority.
Too many organizations, however, both in and outside of the commercial arena, take far too much for granted when it comes to the management of workforce performance (we don’t mean glorified historical job assessment tracking, but the actual on-the-ground, hour-to-hour performance of real work).
The facts are that when it comes to the workforce, most organizations implement broad-based yet highly fragmented initiatives, or invest the minimum required by regulation and law, or both.
Yet, since there are no “Generally Accepted Performance Management Principles”, each enterprise is left to its own devices to imagine, construct, implement, sustain, and evolve its own ‘unique’ approach. And, do so with the participation of stakeholders, subject matter specialists, consultants, technologists and governments who have not agreed on any standards.
Sadly, that’s the world within which most workforce members perceive they live and work. The fundamental consequence is the under-performance of most human enterprises.
Employee/Enterprise Performance Management (EPM) is an approach that applies the same process, procedure and technology rigor, consistency, and universality to workforce performance as organizations now apply to Financial Resource Management; at least within an organization. Read more