Alan L. Colquitt, Ph.D. is seasoned HR executive with over 30 years of experience designing, implementing and changing people-related systems and processes from inside organizations. He is an evidence-based practitioner, relying on research, data, and science to drive decisions about people and organizational practices. He is a big-picture thinker, well versed in strategy development, strategy implementation, capability development, and organization diagnosis, development, design, and change. He understands the context within which changes in HR strategy, systems and programs must fit. He has extensive experience studying, researching and developing solutions in all areas of talent management and organization effectiveness: Attraction; recruiting and screening; employee value proposition; hiring effectiveness; engagement; retention; diversity and inclusion; high performance; innovation; team and alliance effectiveness; leadership (identification, selection and development); performance management; and pay-for-performance. He also has extensive knowledge of the external landscape, spending years connecting with other organizations and working with many different consulting firms, technology firms, research institutions, and HR think tanks. Alan has written and presented widely in the areas of PM and pay-for-performance and is the author of the recently published book: Next Generation Performance Management: The Triumph of Science Over Myth and Superstition.
Alan is the retired Director for Global Assessment, Organizational Effectiveness and Workforce Research at Eli Lilly and Company, a global pharmaceutical company. He received his B.A. with honors in Psychology from Indiana University in 1982 and his Masters and Ph.D. in Industrial and Organizational Psychology from Wayne State University in 1987. Alan spent 5 years at Procter & Gamble before joining Lilly in 1990. He currently lives in Indianapolis, IN.
Content Featuring Alan L. Colquitt, Ph.D.
Need a better understanding of the new PM practices being proposed and what they mean? Get clear answers on whether these practices will be right for your organization and why, and learn more about alternative practices that may better meet your needs.
Despite decades of study, performance management (PM) is seen by most business leaders and HR professionals as a failure. While few dispute that PM is ineffective, there is little agreement on what is wrong with it and how to fix it. ...Read more