If there’s one HR process that draws more heated debate than any other, its performance management. The existing model has a 75-year history, initially serving as a means to justify one’s salary. Much has changed and the general consensus today is that it serves nothing more than a tick and flick exercise of what was, with no direct to strategy and culture. Granted, it still plays a key role in assisting with remuneration decisions, but the current model is not always successful in improving performance. In a few words, it’s broken but this should not be unexpected.