While high-level human resources professionals have been involved in performance management, this hasn't been the case for lower-level HR positions, such as the HR generalist, says Jay Jamrog, senior vice president of research of Institute for Corporate Productivity. The HR generalist role has typically been one of an order taker with more administrative duties. For example, when a new position is necessary, the HR generalist begins recruitment.

But for a company to improve on its corporate goals, even the HR generalist should transition into the performance adviser role, meaning they directly work with line managers and help them increase the performance of their employees, Jamrog says. With their in-depth involvement regarding talent management, this also helps ensue HR is bringing in high-quality talent when recruitment is open because they have a higher understanding of what that manager needs from his or her employees.

"At that level, HR is not usually helping managers drive performance," Jamrog says. "Their job should go way beyond that of tactical administration. They need to help managers embed strategic reports into the business-planning process and actually define the critical talent segments. The manager is responsible for the development of people, and HR as a performance adviser is there to help them do a better job."

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