TITLE OF SESSION
What's Really Wrong with Performance Management and how to Reimagine it
1. Describe and explain the unstated assumptions, beliefs and paradigms that govern how we think about and design PM systems.
2. Create the business case for change.
3. Summarize what PM practices are supported by rigorous scientific research.
4. Design next-generation performance management practices that will facilitate the achievement of individual and organizational goals.
This session will provide a fresh, unique perspective on what is wrong with PM and how to fix it. The problem with PM is not its practices, it is with the way organizations use it ("Purpose"), the assumptions, values, and beliefs that underlie the practices ("Paradigms") and the use of benchmarking information to guide PM designers instead of rigorous scientific evidence ("Propaganda"). Organizations cannot make fundamental changes to improve this process until they understand well the root causes of its failure. This session will articulate a new purpose for PM, new paradigms to guide its design, and it will provide evidence-based recommendations based on rigorous scientific research showing which practices improve individual and organizational outcomes like performance, productivity, engagement, retention, and innovation.
Alan Colquitt, is the Director of Global Assessment, Organization Effectiveness and Workforce Research at Eli Lilly and Company in Indianapolis, IN. Alan's group is responsible for all measurement and assessment efforts related to recruiting, selection, development, talent identification and promotion. Alan is the architect of Lilly's employee survey strategy including Lilly's employment lifecycle surveys (recruiting, onboarding, exit), customer satisfaction surveys, 360 feedback surveys, team surveys and alliance/collaboration surveys. His group also conducts workforce research projects in the areas of attraction, hiring, on-boarding/socialization, engagement, performance, retention, innovation and customer satisfaction.
Alan has seen Performance Management from every angle: It has been done to him; he has done it to others; he has designed and redesigned this process from inside companies; he has owned the process; and he has studied extensively the academic and applied research literature. He has written and presented widely on the topics of performance management, pay-for-performance, and meritocracy.
Alan joined Lilly in 1990 after spending 5 years at Procter & Gamble in Cincinnati. Alan received his B.A. with honors from Indiana University in 1982 and his Masters and Ph.D. in Industrial and Organizational Psychology from Wayne State University in 1987. Alan is a member of the Society of Industrial and Organizational Psychologists, the American Psychological Association, the Academy of Management, the Society of Human Resource Management and the Human Resources Planning Society.