Performance Management Stories

Simon Batters is the group manager for People and Culture at Wise Group. In this episode, he reflects on how and why the company shifted away from a traditional ratings system to a process that fosters conversation and connection between leaders and teams. 

Raymond Hall is the chief Human Resources officer of the Larry H. Miller Management Corporation. This interview explores why organizational differences and changing workforce demographics require a flexible approach to performance management in order to improve engagement, encourage innovation and drive business.

Deanne Kissinger is the Vice President, Global Talent Management at Diversey, Inc. In this episode, Deanne provides insight into Diversey's process of creating its core competencies, brand and culture while shifting to a stand-alone company.

Todd Gilchrist is VP of People, Legal & Privacy at Alberta Health Services. In this role, he's observed a connection between employee engagement and patient outcomes. A clear "people strategy" can help employees reach their full potential and ultimately deliver the organization's objectives.

Scott Morris was the Executive Vice President of People at Singularity University. In this interview he reflects on how an environment of trust fosters bidirectional conversations and alignment between supervisors and employees, driving employee engagement and productivity.

In her role as Director of Performance Solutions at Intel Corporation, Devra Johnson has redesigned Intel’s Performance Management System. Tune in as she outlines how high performance is tied to regular, meaningful conversations about what employees hope to accomplish, and in knowing that their work is valued.

Lauren Letta is the Chief Operating Officer of Charity: Water, where she has been a driving force in building its entrepreneurial-minded team and employee-centric culture. Embedding the principles of collaboration, transparency and integrity into their performance management process has helped Charity: Water function more efficiently and effectively.

As Director of Organizational Development at Freedom Mortgage Corporation, Lev Hojda identifies and evangelizes best practices throughout the organization. Here he reflects on how there might be new ways of defining and doing performance management.

Soni Basi is VP of Global Talent at Allergan PLC.  In this episode, she discusses how streamlining organizational learning processes so they're tight, meaningful, simple and usable helps drive performance within the organization.

In this episode, Janice Semper, the head of culture at GE, discusses why the annual static performance management process is at odds with a lean startup mentality, and the importance of focusing on behaviour change rather than process.

Mark Edgar, SVP Human Resources at RSA Group, expands upon the future of work and how performance management is evolving. He discusses the importance of shifting behaviours, getting senior-level buy-in and the need for keeping things simple.

In this interview, Tina Kao Mylon explores how Schneider Electric achieves global cadence, while humanizing company values so they matter to everyone. In doing so, managers and HR can go beyond the mechanics of performance management in order to empower the employee.

Sarah Keizer, VP of HR at TD Bank, reflects on a values-centric approach to performance management, why eliminating ratings may not be the answer and how organizational change involves myth-busting.

Cameron Hedrick, the Chief Learning Officer of Citi, shares what's happening in performance management at Citi, as well as draws on his experience in other organizations. Listen in as he addresses the importance of courageous conversations.

Garry Ridge, the CEO of the WD-40 Company, shares how his organization shifted its focus from ratings to development and encouraged its people to be more coach-like.