Trends in Performance Management
There is a rapidly growing sentiment among Human Resource practitioners that traditional approaches to performance management often fail to deliver actual improvements in performance. Companies like Kelly Services and Adobe began pioneering a new approach to performance management as early as 2008, and quickly you are seeing many other large organizations catching on and creating their own approach to eliminating performance ratings, having more frequent conversations, instituting feedback, and changing the way we manage performance among our talent.
Join us to hear from Holly Engler, Manager Strategic Talent at Sears Holdings on March 12th to gain a better understanding of what is inspiring this HR innovation trend, learn about companies that are already in transformation, and discuss how YOU can be part of this radical movement. In 2014, Sears Holdings joined the ranks of Adobe, Kelly Services, and Microsoft after eliminating performance ratings and reviews, while replacing it with a much more dynamic, datified, and democratized approach to managing performance.
Objectives of this session:
· Briefly discuss the traditional approach to Performance Management, pioneered by Frederick Winslow Taylor.
· Illustrate workplace trends in the industry that are driving change in the Performance Management approach including research in neuroscience and growth mindset.
· Share case studies from large organizations that have already made the transformation and identify trends and learnings from their approach.
· Discuss challenges that are common among organizations who aim to eliminate the performance rating.
· Share the Sears Holdings case study design principals, change management approach, unique and innovative tools, as well as data and insights generated from a new approach.
· Discussion and networking with other likeminded individuals, students, practitioners, and researchers.
Holly Engler is manager of organizational effectiveness for Sears Holdings Corp., leading the design, development and change management of associate-facing HR processes and technology within talent management including performance management, as well as enterprise culture and engagement. Most recently, this has led her team to redesign the approach to performance by eliminating performance ratings and reviews, as well as redesigning the approach to measure engagement at SHC by leveraging associate mood. She is passionate about HR innovation and talent. Holly holds an M.A. in industrial-organizational psychology from Roosevelt University.
