Outside of workers whose productivity can be easily and objectively measured through quality and quantity of production, the measurement of performance of employees rests, for most employers, on subjective evaluations of competencies, quality, and completion rates. Performance measures for administrative, professional, and management employees have often shown that it’s less the performance of the employee but the relationship between the rater and ratee that matters. When questioned by employees, compliance agencies, or even plaintiff’s attorneys as to why an individual got a different raise or was promoted over another employee, performance management is the usual go-to defense. This webinar will discuss the case for more objective performance management processes along-side the pitfalls of subjective approaches including bias, inconsistency, and employee buy-in/morale/retention.