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, 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.

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