If the data is relevant to how individuals perform their jobs, it offers an extremely valuable basis for performance appraisal.
Some employers go further, making this data available through real-time dashboards.
Some have suggested performance appraisal should be abandoned wholesale, but the more persuasive criticisms are more specific.
In particular, they include that: Our recent research Could do better?
Its purpose can be to identify areas for growth and improvement and inform suitable development plans.
Alternatively, it can inform administrative decisions on contractual aspects of employment, such as pay, bonuses, promotions or termination.
Essentially, performance appraisal is a means for managers and their employees to review and discuss the latter’s performance.
However, not all measures focus on performance outcomes.
Performance objectives can also relate to employees’ behaviours and attitudes against espoused values, or to their learning and development.
Some jobs lend themselves much more readily to performance metrics than others.
In some contexts, accurate and even real-time performance data are available on teams or individual employees – an example is a customer contact centre, where data on call length and outcomes can be recorded as the calls take place.
It looks at ways of measuring performance and the changing methods of gathering and giving feedback - a critical part of the performance discussion.