Performance Management (PM) has emerged as a topical issue. Some leading organizations have decided to reinvent PM to more frequent discussions instead of annual reviews where workers are treated to criticisms that have been saved up for a year. Other organizational leaders question whether PM and pay should be linked. This webinar session reviews but goes beyond traditional thinking about PM and looks at some new thinking about ways to address PM in more innovative ways.
- Who should conduct performance reviews?
- What happens when managers, workers, and even customers conduct the performance reviews
- How often should performance reviews be conducted?
- What should be on the performance review form?
- Wisdom from the Past: Traditional Thinking
- Innovating for the Future: New Ways to Consider Who Reviews, What Is Reviewed, When Reviews Occur, How Reviews Are Conducted
- Summary and Final Q & A
- Who should conduct Performance Management (PM)?
- What should be the focus of PM?
- When/how often should PM be conducted?
- How and how often should PM be conducted?
- How much time should be devoted to PM? Should PM do once annually or more often? If more often, how often?
Who Should Attend
- HR managers
William J. Rothwell, Ph.D.
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is a Professor in the Masters of Professional Studies in Organization Development and Change program and also in the Ph.D. program of Workforce Education and Development at The Pennsylvania State University. He is also President of his own consulting firm, Rothwell & Associates, and has authored, co-authored, edited, or coedited 127 books since 1987. His recent books since 2017 include Organization Development (OD) Interventions: Executing Effective Organizational Change (Routledge, 2021); Virtual Group Coaching: Process Consultation Reimagined (Routledge, 2021); The Essential HR Guide for Small Business and Start-Ups (Society for...