Authoria, Vurv, Taleo, Kenexa, SuccessFactors and others think it starts in talent management departments – which, for the most part, don’t exist – that want to create repeatable processes around attracting and retaining top performing talent while reducing turnover.

HRIS vendors like Oracle, SAP and Lawson think performance management is a general HR, organizational development or even an IT project designed to make more equitable decisions about who to promote. thinks it’s the compensation analysts that want to create a performance-driven compensation culture.

Meanwhile, lots of companies are buying talent management suites with performance management capabilities, but not a lot of them addressing the people and process components that will drive maximum value from the technology.

Can anyone make sense of all of this? Dubs? Jeff? Bueller?


Please enter your comment!
Please enter your name here