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What if your performance management system isn't broken? It's working exactly as it was built, and nobody ever built it to raise performance.

Most CHROs assume a system that closes on schedule, every year, without complaint, must be doing its job. But closing on time was never the goal it was built to hit. Talent Strategy Group president Marc Effron joins this episode to explain why performance systems quietly drift toward one purpose, being defensible, while the purpose everyone assumes it serves, raising performance, was never actually assigned to anyone.

You'll discover:

• Why a performance system can run flawlessly for twenty years and still leave your CEO unable to name who is actually performing
• How manager bias and a missing calibration step quietly push nearly every rating to a four or five, regardless of what actually happened
• A four-move process for finding out what your performance system was actually built to do, and getting your CEO to name what it should produce instead

Play the episode to find out whether your performance management system is built to raise performance or just built to survive a lawsuit, and what to do about it.

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Each episode builds the HR leadership the top chair demands, and the business-first HR that takes human resources beyond the support function, without losing its functional excellence, and makes it a driver of the business.

It's what CEOs want from HR and how the CHRO and CEO actually work together — the unwritten CHRO mandate, the human capital strategy and people strategy that show up in revenue and margin, the talent strategy and executive talent that outlast a leadership change, and the succession planning that survives a new chief executive.

It's job architecture as AI and work design reshape the org, the emerging chief of work agenda, and the moves a private equity HR clock demands.

And no — this was never about an HR seat at the table. The chair is already yours; the altitude is the question.

Music by AudioCoffee: https://www.audiocoffee.net/

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