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2015 SIOP Leading Edge Consortium – Agenda

Thursday, October 1
4:00-8:30 pm Registration - Third Floor Prefunction
7:30-9:00 pm Welcome Reception - Atlantic 1-2, presented by 
Friday, October 2
7:00-9:00 am Registration - Third Floor Prefunction
7:30-8:30 am Continental Breakfast - Third Floor Prefunction

8:30-9:00 am

Pacific Salons A-D

Opening Session – Putting Performance Back into Performance Management. Leader: Elaine Pulakos, PDRI, a CEB Company

For over 50 years, we’ve repeatedly attempted to address dissatisfaction and disappointing performance management (PM) results by tweaking our formal PM systems. These attempts to fix PM have led to cycles of reinventing PM only to achieve disappointing results and then reinventing it again and again. Over time, PM systems have become increasingly bureaucratic, perhaps due to the assumption that steps and paperwork would drive the performance outcomes we’re seeking. Formal PM steps and process have not only failed to yield high quality PM outcomes, but they have created dissatisfaction with PM systems, indicating that further formal PM system fixes are not the answer. The opening session of the conference will present data that shows the state of PM today and identifies evidence-based priority areas in which to target PM reform. 


9:00-11:30 am

Pacific Salons A-D

Aligning Performance Management Strategy to Business Strategy.  Session Leader: Allan Church, PepsiCo

Managing performance to drive business outcomes is a key imperative in today’s work environment. Unfortunately, our formal performance management systems are failing to deliver, leading many organization to undertake PM reform efforts. Before deciding how to reform the PM system, however, it is important to step back and establish “the why” or compelling reason to invest in change. To be of high value, the PM strategy needs to enable the organization’s priorities (e.g., customer focus, collaboration) and contribute to solving business challenges (e.g., lack of agility, deficiency in global competitiveness, inconsistent innovation).  This requires approaching PM reform holistically, based on a business case that is tied to the organization’s strategy and needs. This session will build the case for raising our thinking about PM up -- beyond formal system design in a vacuum to a process that can be instrumental in driving business strategy.  Case studies from Cargill and Eli Lilly will demonstrate how two organizations accomplished this.  


9:00-10:00 am

Pacific Salons A-D

Keynote Address – John Boudreau, USC Marshall School of Business:  Trouble With the Curve

Connecting performance management to strategy requires more than insuring that goals and competencies are consistent with that strategy.  It requires deep understanding and clear communication about "pivotalness" or the return on improved performance.  This is the relationship between improved performance and strategic value.  All performance improvements are not equally pivotal, and most organizations fail to distinguish them.  That causes workers to strive very hard on less pivotal performance elements and not hard enough on the pivotal elements.  Performance management processes often miss these nuances.  They include multiple performance elements - "key performance indicators" or "competencies" for each job.  Managers say, "Do a great job," and the worker thinks that means they must make the paperwork perfect and get it in early, go on the maximum sales visits, and deeply know every clients' special problems.  Yet the best return may be achieved by letting the paperwork be a bit less perfect, direct the client problems to the technical team, and instead maximize the sales visits.  If someone masters their sales visits, you encourage them to go for the "wow" factor of deep customer knowledge, but not until they've got the basic elements up to standard.  This session will showcase mathematical curves that plot the relationship between performance and strategic value, how they relate to the distribution of talent in your workforce or applicant pool, and how to use them to better optimize performance management.


10:00-10:30 am

Third Floor Prefunction

Break - presented by
10:30-11:30 am

Pacific Salons A-D

PM Strategy Case Studies

Case Study 1:  Alan Colquitt, Eli Lilly
Case Study 2:  Sharon Arad, Cargill


11:30 am-12:00 noon

Pacific Salons A-D

Benchmarking PM today.  Session leader: Gene Johnson, Working Matters, LTD.

This session will present data on perceived PM effectiveness, pain points organizations are facing, and what changes are being made to PM systems today.  In addition to presenting data that will be collected prior to the conference, the audience will participate in polling on a subset of the benchmarking questions and discussion of the key PM pain points they are facing in their organizations.


12:00-1:00 pm

Pacific E-H

Presentation of Human Resource Management Impact Award
1:00-3:05 pm

Pacific Salons A-D

Benchmarking PM today. Session leader: Erica Desrosiers, Walmart.

A great deal of staff time (and hence cost) is devoted to PM activities; significant financial resources are also expended on automated PM systems. Organizations invest billions of dollars in activities that employees, managers, and HR heads often see as burdensome and low value. Thus, many organizations are examining the most burdensome and low-value PM activities to determine if they can be reduced in complexity or eliminated.  This session will present case studies that show different approaches to streamlining the formal PM system and how each organization made the right choices about what PM system components they needed to address their organization’s specific  goals, culture, and needs.

Case Studies will each be 25 minutes max
Case Study 1: Michelle Donovan, Google
Case Study 2: Don Moretti, Sears Holdings Corporation
Case Study 3: Allen Kamin, GE 
Case Study 4: Amy Grubb, FBI
Case Study 5: Jeffrey W. Orlando, Deloitte

3:05--3:30 pm Afternoon Break - Third Floor Prefunction, presented by 

3:30-4:00 pm

Pacific Salons A-D

Legal concerns in removing formal PM components. Session Leader: Eric Dunleavy, DCI Consulting

Often, PM systems supply the data on which operational talent management decisions are based, such as compensation, promotions, or force reductions. When operational decisions become a target of litigation, the underlying PM system may also be implicated.  This session will address the potential implications of removing formal PM components, such as performance ratings, on the legal defensibility of talent management practices.


4:00-5:00 pm

Pacific Salons A-D

Designing Your Organization’s PM Reform. Session leader: Cheryl Paullin, HumRRO

This session will summarize information from the day’s session to identify key factors organizations should consider (a) when determining if the organization needs and is ready for PM reform and (b) which elements of PM reform are viable and make sense in light of the organization’s context.


6:30-9:30 pm

Optional Networking Event at Salvatore's, presented by 

Salvatore’s, an upscale restaurant and bar on the waterfront, is located in the heart of the booming seaport district and a short walk from the Renaissance Boston Waterfront, the LEC hotel. Attendees will have a buffet featuring antipasto, salad, bruschetta and hot entrees including Chicken Marsala, Citrus Salmon, and marinated steak tips. The buffet also features dessert. Dinner includes two glasses of house wine or beer (other drinks available at additional cost). Part of the evening’s fun includes a whiskey tasting. During the event we will be entertained by the Twilight Jazz Band. The event is limited to 100 attendees.

Saturday, October 3

7:30-8:30 am

Registration/Help Desk - Third Floor Prefunction


7:30-8:30 am

Continental Breakfast - Third Floor Prefunction

8:30 AM-12:00 noon

Pacific Salons A-D

Morning Session

Behavior Change. Session Leader: Mariangela Battista, XL Group

Employee performance and engagement are substantially higher in the presence of three critical PM behaviors: managers setting clear expectations, providing informal feedback, and helping employees develop and succeed. These are, in fact, the same behaviors we attempt to drive with our formal PM systems, but the systems are not producing these. Driving complex behavior change is a critical aspect of effective performance management reform but it is also the most difficult. It requires managers and employees to form very deep associations that hard-wire new PM behaviors, so these become habitual. To achieve this outcome, it is necessary to go beyond discrete training events that sit outside of work tasks and instead leverage the work itself for learning, with its embedded, strong learning drivers.  This session will discuss research and practical techniques for driving behavior change in the workplace as well as present case studies showing how three organizations have applied different approaches to achieve behavior change. 

8:40 -9:30 am

Pacific Salons A-D

Keynote Address - David Rock, NeuroLeadership Institute: Reinvent Performance Management through Neuroscience

Performance Management continues to be one of the most challenging activities, with many companies losing a whole quarter of productivity at review time. The emphasis continues to be on technology and measurement solutions, instead of tackling the challenge where it is hardest: changing the mindset and the quality of conversations.

Join David Rock, Director of the NeuroLeadership Institute, for an interactive experience to help you significantly improve the effectiveness of your performance programs, or even develop a whole new strategy for managing performance.

The session draws on new research from neuroscience outlining why any kind of feedback process is so challenging, and how to do it better. We will cover issues including:

  • How to “brand” performance management in your organization
  • How to develop the right mindset within managers and their employees about performance
  • New insights for how to shift the quality of conversations
  • How to go from an annual to an “all the time” feedback model
  • Understanding the various types of feedback interventions
  • What and how to best measure to maximize new habits in managers
9:30-9:55 am

Pacific Salons A-D

Case Study 1: Rob Ollander-Krane, Gap Inc. 
 9:55-10:25 am Break, presented by 
10:25-11:10 am

Pacific Salons A-D

Elaine Pulakos, PDRI, a CEB Company: Embedding Large Scale Behavior Change and Alignment to Drive Effective Performance Management

This talk will discuss an evidence-based holistic approach to large-scale complex behavior change that includes three major components: motivating change, embedding new behavior in an organization’s culture through teambuilding and in-job performance supports, and reinforcing change until new behavior is habituated.

11:10-11:35 am

Pacific Salons A-D

Case Study 2: Adam Massman, Rockwell Collins.
11:35 AM–12:00 noon

Pacific Salons A-D

Case Study 3: Kim Stepanski, Pfizer - No Labels: Driving an Ownership Culture with Performance Management
12:00-12:45 PM

Pacific Salons E-H

Lunch - presented by

Pacific Salons E-H

Keynote Address - Allan Church, PepsiCo: Rearranging Deck Chairs or Charting a New Course? Driving Organizational Change through Performance Management

While having an effective goal-setting process, the right rating scale(s) and definitions in place, managers who have the capability to have quality feedback conversations with their employees, and a meaningful link between performance distributions and actual rewards paid out to people are important considerations in a performance management systems, some might argue that’s just the tip of the iceberg.  The key question we might ask here is “performance for what?”  or “performance to what end?”  Is an organization’s PM system solely about eking out profits or is there a consideration of the broader strategy, emotional and cultural components being communicated and reinforced?  Do leaders even know what exactly they are communicating anymore about what’s truly important?  Although many organizations don’t realize it, PM processes are one of the most powerful mechanisms for driving large scale organizational change.  Unfortunately, HR professionals and even I-O psychologists often don’t help their clients remember the power of these tools either, particularly when we get lost in the weeds of design, ratings versus no-ratings debates, and need to fit a performance curve to a limited merit increase.  This closing session to the Leading Edge Consortium will cast the net wider by discussing the strategic role of performance management from an OD and systems perspective with a focus on where I-O can shift the mindset of their clients away from the micro to the macro.

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