for a number of reasons, such as keeping FT Sites reliable and secure,
personalising content and ads, providing social media features and to
analyse how our Sites are used.
A new world is possible.
Let's not go back to what wasn't working anyway.
Add this topic to your myFT Digest for news straight to your inbox
New data confirm better-managed organisations were more efficient during the pandemic
Transparency about performance has mixed results, especially when colleagues are out of sight
From public health to business, clumsy target-setting can distort behaviour and undermine good outcomes
You don’t get to rule the world by absorbing criticism — you reject it out of hand, you forge ahead, you dish it out
Assessing effectiveness is more complex than who wins repeat business
Any review system is prone to bias and discrimination
Ways of assessing how we work are still worryingly subjective
In every other sector of the economy, performance management is the employer’s job
The hugely successful English side takes an unconventional approach
Stonking email errors abound in the age of digital distraction
Tactics take many forms and are often traumatic for those on the receiving end
GE scrapped its practice of ranking employees for a reason. It is a flawed concept
A world increasingly wary of cash bonuses should not dismiss non-monetary rewards
Start-up seeks to confront increase of workplace anxiety, but some see trouble
FT catches up with Sir Mike Rake’s FTSE 100 mentee Andrea Blance six years after pairing
The costs aren’t hidden — but they aren’t particularly transparent either
If you have poor managers, look elsewhere such as to your colleagues or customers for validation
The reasoning over short-term orientations is deeply flawed, writes Alfred Rappaport
Boards need to be open to criticism and opposing points of view to see blind spots
More targets affecting pay just confuse the way bosses such as Gavin Patterson are motivated
FT Debate: has executive compensation reached unsustainable levels?