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IBM has decided to reinvent its approach to performance management. The previous, long-standing programme – with its traditional model of annual, top-down goals and a single numeric rating at year-end – no longer matched the dynamic and agile way the company now operates. Working hand-in-hand with its employees, IBM ‘co-created’ a brand new approach through an online social dialogue. The result was ‘Checkpoint’ – replete with quarterly formal feedback conversations, continuous informal feedback and an end-of-year assessment process that rates employees along five separate dimensions.
Researched and written by E-reward.co.uk