Performance management separates wheat from chaff

By David Brown
|Canadian HR Reporter|Last Updated: 03/10/2003

Like many other organizations in the past few years, SaskEnergy felt compelled to refine its performance management system.

To create a high performance culture, you need a system in place that clearly separates top performers from the rest and rewards those employees who are making the greatest contributions to the company, explains Robert Haynes, vice-president of HR for Saskatchewan’s natural gas distribution company.

“Every organization is under pressure to do more with less, so what you have to do is get the most out of your people,” he says.