Performance Management Innovation (PMI) Certification

Maximize the performance and potential of your talent to accelerate your business

Performance Management Innovation (PMI) Certification

Learn how to improve performance management at your organization by leveraging the latest innovations and bold new thinking from HCI and leading case companies.

This course will help you identify where your organization currently stands in terms of performance management innovation, learn the characteristics of a dynamic and more agile approach, and give you the expertise you need to apply what you’ve learned in your own organization.

Who Should Attend?

This curriculum is for professionals looking for a way to get started with and/or effectively leverage the impact of a new model for performance management in their organization. Some of the roles that will benefit from obtaining the PMI designation include:

  • HRBP

  • VP/Director/Manager, Human Resources

  • VP/Director/Manager, Learning

  • VP/Director/Manager, Compensation

  • VP/Director/Manager, Org Development

  • VP/Director/Manager, Talent Management

  • VP/Director/Manager, Org Development/Capability

Why Should You Attend?

Traditional performance management is out-of-sync with today’s service and knowledge economy. Based on numeric measures of worker outputs from the 1800s, the antiquated system of numerical ratings and annual reviews is widely deemed a major waste of time and money. In fact, only 8% of enterprise companies believe traditional performance management drives business value.

The new world of work demands a new paradigm for measuring and managing performance. There is no one-size-fits-all model for effective performance management, so HCI has identified the five key elements of performance management innovation that clearly and compellingly differentiate it from traditional models:

  • Coaching for Performance - Opportunities for training and learning are often viewed as “remedial” efforts. How can you take an active role in the growth and development of your employees in a way that heightens future performance?

  • Strengths-Based Development - Research has shown that employees who score highest in traditional ratings systems are not necessarily the highest performers. What should you do differently to become more growth-focused?

  • Rewards and Recognition - Performance management is critical to rewarding and recognizing employees for their contributions. How can this be achieved effectively in the absence of the traditional review model? How do we determine the value of an employee in an innovative, agile work environment?

  • Performance Goal-Setting - The annual performance review is severely limiting when it comes to achieving goals. How can your organization set goals that align with the needs of the employee, the team and the organization’s overall strategy?

  • Continuous Feedback - It is becoming increasingly ineffective to inform employees of their performance weeks or months after a task has been completed. How can you prioritize recurring conversations with employees that enhance transparency and facilitate collaboration?

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HCI Faculty members include senior executives and practitioners, business school professors and thought-leading strategists. All are proven experts in the new business science of strategic talent management.

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Bill Craib
Bill Craib
SVP, Enterprise Learning
Mark Allen, Ph.D.
Mark Allen, Ph.D.
HCI Faculty
Mark Hacker
Mark Hacker
HCI Faculty
Glen Kallas
Glen Kallas
HCI Faculty
Jeanne Kerr
Jeanne Kerr
HCI Faculty

Course Outline

Day 1

The agenda for day one covers seven content modules:

  • The New World of Work and Its Impact on Talent Management

  • Examining the Current State of Performance Management

  • Can Ratings and Rankings be Effective?

  • Innovating Performance Management

  • HCI Performance Management Innovation Model

  • Strengths-Based Development

  • Agile Goal Setting

Day 2

The agenda for day two covers five content modules:

  • Effective Continuous Feedback

  • Coaching for Performance

  • Rewards and Compensation

  • Social Recognition

  • Managing the Case for Change