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 discomforting truth that most organisations operate without a shared definition, we explore the consequences of trying to reward or manage performance without clarity.
We introduce a four-part model of performance developed through real-life client experiences.
We discuss how performance is dynamic, nuanced and influenced by context, and how conflating its parts often leads to flawed pay and promotion decisions.
This episode brings strategic rigour to a topic usually treated as obvious. We challenge outdated beliefs like presenteeism, tackle the problem of proximity bias, and offer practical ways to rethink what high performance really looks like, not just for individuals, but for building truly high-performing cultures.
Key Points Discussed
- Why “performance” is often poorly defined in organisations
- Four key dimensions of performance: effort, behaviours, skills, outcomes
- Separating performance dimensions to improve reward and promotion clarity
- Why impact and added value might deserve their own dimensions
- The link between performance frameworks and fairer, strategic reward systems
Key Takeaway
Performance 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 make better strategic decisions.
