Performance Management Transformation

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, theSociety 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. TippinsSection 1: Setting the StageChapter 1: State of the Practice in Performance Management: How Did We Get Here?Mariangela BattistaSection 2: Case StudiesChapter 2: Performance Management Reform at Toyota Motor North AmericaAndrew PirruccelloChapter 3: Performance Management at AbbVie: Building a High-Performing CultureSergey GorbatovChapter 4: Medtronic's Contrarian JourneyMatt Walter and Carol SurfaceChapter 5: Reinventing Performance Management at Gogo-the Inflight Internet CompanyHeidi M. Glickman and Emily FiskChapter 6: Aligning the Advocates, Traditionalists and Questioners: Seventy Months of Reinventing Performance Management at DeloitteJeffrey W. OrlandoChapter 7: Implementing the PID Scheme in HM Courts and Tribunal ServicesAntonia Dietmann, Emma Milton, and Phillip MooreChapter 8: Optimizing Performance Through Alignment with Mission and Purpose in a Global Non-Profit OrganizationHarris R. Ginsberg and So'ud HabbasChapter 9: Transforming Performance at PatagoniaChris MasonChapter 10: The Move to No Ratings: Driving Ownership Culture with Performance Management at a Large Healthcare CompanyW. Robert LewisSection 3: New Research and Future DirectionsChapter 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 KantrowitzChapter 13: Context Matters: Importance of Cultural, Economic, and Legal/Political Values in Performance Appraisal/ManagementJeanette N. ClevelandChapter 14: Technology's Impact on the Performance Management TransformationRyan S. O'Leary and Elizabeth LentzChapter 15: Driving Organizational Strategy Through Performance Management: The Case for Aligned PMRose Mueller-HansonChapter 16: The Past, Present and Future of Performance ManagementKevin R. Murphy