Performance Management (PM) is a topic near the top of most University HR strategies during 2012.
Not surprising when you combine the increasing uncertainty surrounding university funding and recent research that suggests up to 34% of time is spent on tasks not contributing to organisational effectiveness(1). However what exactly is performance management, who is responsible for it, and perhaps most importantly how can we influence it?
The University of Bristol spends £228M, 59% of all income, on staff costs each year. It’s a big figure, fairly typical of a large UK University, and one that will be under increasing scrutiny over the next few years. If it were possible to reduce the average amount of staff time not spent working on organisational goals by just 10% this would represent a saving of £7.7 million a year, every year. Just 10% - surely that’s possible through PM?
 www.salary.com (2010)
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