Di Armbrust
For the last 15 years’ or so, I have been challenging the norms of traditional human resource practice – what I often saw as the offering of solutions for problems that don’t seem to exist. My most memorable enlightenment came when discussing the need (or not) to implement a performance management system for the company for which I was working. My research indicated to me that traditional performance management approaches did not work. Not only did I find this, surveys of human resource practitioners also identified this. No-one seemed to know a better way.
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