Although the development of performance management and the potential of a significant part of the staff is a priority for many organizations today, the problems associated with its development are equally significant for managers and executives. This article discusses the practices used to define expectations, monitor, measure performance, recognize performance, and develop creative staff skills. Based on the words recruitment & selection, we indicate that the success of managing the effectiveness of these specific employees requires careful selection of candidates, modulation of expectations, training in communication skills with creators and culture, the so-called organizational way of creativity or organizational development.

For many organizations, and especially those working in the creative industries, the key to success is the deployment and development of the creative potential of a significant part of their employees. As well as the development of employee relations. Contrary to the romantic vision of creativity, where any management intervention necessarily contradicts the expression and flowering of ideas, it is also necessary to control the effectiveness of the creative staff, as well as all employees. Starting from circus artists and ending with designers, architects and professional musicians, the nature of the work of the creative team and the individual characteristics of creators create significant problems of performance management.

Indeed, the work of creators is known for its intangible, collective and non-quantifiable aspect. Therefore, it is difficult for organizations to set clear benchmarks with which you can first assign and then evaluate individual results. In addition, people in creative positions are known for their more emotional nature and, therefore, are prone to certain behaviors, especially when organizing their work, interacting with colleagues and receiving feedback. on their performance.

In this context, it is important to look at how leaders manage the effectiveness of creative staff – both individually and collectively – to stimulate creativity in line with business and economic requirements. In particular, we are interested in methods, outplacement services, used to determine expectations, monitor, evaluate effectiveness, recognize the effectiveness of creators and develop their skills. This article discusses the stages of managing the effectiveness of creative personnel, identifies the problems that creative managers face, and suggests the conditions for success in solving these problems. Given the scarce literature on this issue, we base our comments mainly on the statements of experienced leaders of creative staff and leaders of creative industry organizations.

Independent, lonely, curious, emotional, and prone to fantasy and ambiguity: these characteristics of creative people form a special whole. However, this is how creative personalities are usually presented, especially in work that comes from the field of cognitive psychology.

For the participants in our survey, these personality traits are not anecdotal: they represent a very real fact of management. The director of the Research and Innovation Center for Productivity, describes his creative staff as people “with specific skills that often go far beyond their position and are able to navigate the unknown, absorbing a large amount of information and constantly demonstrate perseverance.”

In the same vein, the director of innovation for a sports equipment supplier claims that his designers form a much more creative and emotional population than others that need to be managed in this way, very different. In addition, for the former radio CEO, the creative manager must remember that “these are fragile transactions carried out by sensitive people, sometimes with considerable selfishness.”

In general, these various personality traits are generated by creative industry organizations that face additional challenges in terms of performance management and hr compliance, especially when it comes time to identify, formulate, and communicate their expectations in relation to their staff. This is called performance management.