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Ditching The Traditional Performance Review

Date: Recorded
Agenda

State of the Art in Performance Management

  • Setting Goals
  • What and How of Performance
  • Calibration
  • Feedback

Which Employees Might Benefit From Ditching the Traditional Review?

  • Guidelines for Ditching the Review
  • Case Example: Health Care Call Center Employees
  • Case Example: Financial Service Executives

How to Replace the Traditional Review?

  • Simplifying the System
  • Focus on Engagement and Motivation

New Development – Current Trends

  • Transparent Feedback
  • Reinforcement and Gamification
  • Coaching and Peer Feedback

Faculty

George S. Benson

  • Associate professor at the University of Texas at Arlington
  • Affiliated researcher at the Center for Effective Organizations in the Marshall School of Business
  • Previously worked as a research analyst at the American Society for Training and Development
  • Ph.D. degree, University of Southern California; degrees from Washington and Lee University, and Georgetown University

Michael McDermott

  • Executive consultant with McDermott Sitzman & Associates PC
  • Consulting practice focuses on leader and organization development
  • Adjunct professor at the McDonough School of Business at Georgetown University and a member of the USC Center for Effective Organizations' Advisory Board
  • Has served as a human resources executive at Capital One, AES, and T. Rowe Price
  • Ph.D. degree, University of Notre Dame
Order:
Ditching The Traditional Performance Review
Available on CD format
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