In this keynote presentation, we will examine the recent reforms in the performance appraisal process across many firms, especially those that are effectively doing away with it. As Douglas McGregor noted 50 years ago, traditional performance appraisals are an uneasy mix of holding employees accountable for past performance, getting them to improve current performance, and pushing them to develop new skills that will advance their careers. The arguments behind the reforms essentially represent playing down accountability in order to advance learning outcomes.
You will learn:
- What companies are doing to advance learning objectives
- How they are managing the residual accountability concerns, such as awarding merit pay
- What the prospects are for the success of these reforms - what is required to make them work
Professor of Management, The Wharton School of the University Pennsylvania and Director of Wharton’s Center for Human Resources