One of the interesting insights from the research is the role of the Board of Directors and how the Board impacts on the culture of performance, and in particular, a culture of honest feedback. The research finds that whilst there are many HR Managers and Functional Managers that place great emphasis on a culture of feedback, it is more difficult for them to tell the Board of Directors that there is a weak performance culture within the organization. This is a question that the Board needs to actively pursue with managers directly.


Nonetheless, the Board of Director’s are generally seen as being “bought-in” to performance development as a whole. When asked about how senior management and the Board of Directors view the importance of performance management at their company, the responses were generally positive. More than half of the responders at both management and employee level confirmed that they felt management were invested in people’s performance.