<a rel="attachment wp-att-700" href="https://www.deliberatepractice.com.au/strategy-resourcing/engagement-or-experience/attachment/portrait_11/"><img class="alignleft size-full wp-image-700" title="Portrait_11_Change" src="https://www.deliberatepractice.com.au/wp-content/uploads/2010/03/Portrait_11.jpg" alt="Change" width="365" height="255" /></a>Companies want their employees to perform well. Many employees get an enormous sense of satisfaction from knowing they perform well. So why is there often such angst regarding the monitoring, acknowledgement and reward of performance?

<a rel="attachment wp-att-700" href="https://www.deliberatepractice.com.au/strategy-resourcing/engagement-or-experience/attachment/portrait_05/"><img class="alignleft size-full wp-image-700" title="Portrait_05_Change" src="https://www.deliberatepractice.com.au/wp-content/uploads/2010/03/Portrait_05.jpg" alt="Change" width="365" height="255" /></a>How many times have you been impressed with someone's resume and interview 'performance' only to learn that they don't 'fit' in your department or organisation? In some cases, they have been hired for skill and industry knowledge, only to be fired for personality attributes and fit...Where did it all go wrong?