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.

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.

ForewordNancy 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 AmericaAndrew Pirruccello
Chapter 3: Performance Management at AbbVie: Building a High-Performing CultureSergey Gorbatov
Chapter 4: Medtronic's Contrarian JourneyMatt Walter and Carol Surface
Chapter 5: Reinventing Performance Management at Gogo-the Inflight Internet CompanyHeidi M. Glickman and Emily Fisk
Chapter 6: Aligning the Advocates, Traditionalists and Questioners: Seventy Months of Reinventing Performance Management at DeloitteJeffrey W. Orlando
Chapter 7: Implementing the PID Scheme in HM Courts and Tribunal ServicesAntonia Dietmann, Emma Milton, and Phillip Moore
Chapter 8: Optimizing Performance Through Alignment with Mission and Purpose in a Global Non-Profit OrganizationHarris R. Ginsberg and So'ud Habbas
Chapter 9: Transforming Performance at PatagoniaChris Mason
Chapter 10: The Move to No Ratings: Driving Ownership Culture with Performance Management at a Large Healthcare CompanyW. Robert Lewis
Section 3: New Research and Future Directions
Chapter 11: Climate for Feedback: The Key to Performance Management EffectivenessBenjamin Schneider and Gerald E. Ledford Jr.
Chapter 12: How Performance Management Must Change to Drive Adaptability, Resilience, Agility (ARA) and Performance Appraisal/ManagementElaine D. Pulakos and Tracy Kantrowitz
Chapter 13: Context Matters: Importance of Cultural, Economic, and Legal/Political Values in Performance Appraisal/ManagementJeanette N. Cleveland
Chapter 14: Technology's Impact on the Performance Management TransformationRyan S. O'Leary and Elizabeth Lentz
Chapter 15: Driving Organizational Strategy Through Performance Management: The Case for Aligned PMRose Mueller-Hanson
Chapter 16: The Past, Present and Future of Performance ManagementKevin R. Murphy