Performance Management Transformation

No other business process has endured such great debate as performance management. Viewed as a critical cornerstone for organizational alignment, it is often met with anxiety and confusion by both managers and employees. For over 50 years, strategies such as cascading goals and employee ranking have tried to add value to performance management with little success. But in recent years, new ideas have transformed the field into a less formal process designed to encourage employee behaviors that actually drive performance. Performance Management Transformation takes a practical approach to the current and future state of performance management across the organizational landscape. Case studies from Toyota, Patagonia, Medtronic, GoGo Inflight, and AbbVie, alongside research and commentary by thought leaders in the field, showcase how organizations are taking control and redesigning their performance management processes to address their specific organizational goals, strategies, needs, and preferences.

Autorentext

Elaine D. Pulakos has spent her career working with organizations to design and implement talent management systems and processes in the areas of staffing and assessment, performance management, leadership development, and succession management. She is a recognized talent management thought leader, especially in the areas of performance management reform and individual, team, and organizational agility. She is a Fellow of the American Psychological Association and the Society for Industrial/Organizational Psychology, for which she has also served as President. Currently, she is CEO of PDRI. Mariangela Battista is Vice President of Global Talent Management for IGT, PLC, a global lottery and gaming organization. Throughout her career as an I/O practitioner she has led the strategic design and implementation of global talent management processes including performance management, succession, assessments, and engagement. She is a member of the American Psychological Association, the Society for Industrial/Organizational Psychology and the Academy of Management and is the current Chair of the Friday Group, a New York-based consortium of Industrial-Organizational Psychologists.

Inhalt

Foreword Nancy T. Tippins Section 1: Setting the Stage Chapter 1: State of the Practice in Performance Management: How Did We Get Here? Mariangela Battista Section 2: Case Studies Chapter 2: Performance Management Reform at Toyota Motor North America Andrew Pirruccello Chapter 3: Performance Management at AbbVie: Building a High-Performing Culture Sergey Gorbatov Chapter 4: Medtronic's Contrarian Journey Matt Walter and Carol Surface Chapter 5: Reinventing Performance Management at Gogo-the Inflight Internet Company Heidi M. Glickman and Emily Fisk Chapter 6: Aligning the Advocates, Traditionalists and Questioners: Seventy Months of Reinventing Performance Management at Deloitte Jeffrey W. Orlando Chapter 7: Implementing the PID Scheme in HM Courts and Tribunal Services Antonia Dietmann, Emma Milton, and Phillip Moore Chapter 8: Optimizing Performance Through Alignment with Mission and Purpose in a Global Non-Profit Organization Harris R. Ginsberg and So'ud Habbas Chapter 9: Transforming Performance at Patagonia Chris Mason Chapter 10: The Move to No Ratings: Driving Ownership Culture with Performance Management at a Large Healthcare Company W. Robert Lewis Section 3: New Research and Future Directions Chapter 11: Climate for Feedback: The Key to Performance Management Effectiveness Benjamin Schneider and Gerald E. Ledford Jr. Chapter 12: How Performance Management Must Change to Drive Adaptability, Resilience, Agility (ARA) and Performance Appraisal/Management Elaine D. Pulakos and Tracy Kantrowitz Chapter 13: Context Matters: Importance of Cultural, Economic, and Legal/Political Values in Performance Appraisal/Management Jeanette N. Cleveland Chapter 14: Technology's Impact on the Performance Management Transformation Ryan S. O'Leary and Elizabeth Lentz Chapter 15: Driving Organizational Strategy Through Performance Management: The Case for Aligned PM Rose Mueller-Hanson Chapter 16: The Past, Present and Future of Performance Management Kevin R. Murphy