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New Rules of Performance Management: Enhancing Your Company's DNA Premium Content

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More than 50 years of research has attempted to improve performance management (PM) systems by changing every element of the process: what’s rated, who makes ratings, how often feedback is given, what documentation is required, and what rating scale is used. Unfortunately, none of these strategies have been shown to consistently lead to higher performance.  The quest to develop the “perfect” performance management system has caused us to lose sight of what effective PM really is all about: building a high performance culture and driving employee engagement.


Communities of Practice: Human Capital


  • Rose Hanson

    Rose Hanson is senior director of leadership and organizational consulting at PDRI, a CEB company. Her areas of expertise include leadership development; performance management system design, development, and implementation; training needs analysis, design, development, and delivery; competency modeling; individual and organizational assessment; and organizational development. 

    A strong advocate for reforming performance management, she is the co-author of several recent articles on the topic, including The New Rules of Performance Management, and Building a High Performance Culture: A Fresh Look at Performance Management, soon to be published by the Society for Human Resources Management. She is a co-recipient of the M. Scott Myers Award for Applied Research in the Workplace (with colleagues from PDRI), awarded by the Society for Industrial and Organizational Psychology.  She has presented her work at numerous national conferences and in technical reports, test manuals, and other publications. Prior to joining PDRI, Hanson served in the U.S. Air Force and worked as a human resources manager for a non-profit organization. She received her doctorate degree in Industrial-Organizational Psychology from Colorado State University.

  • Elaine Pulakos

    Elaine Pulakos, president of PDRI, is an internationally recognized contributor to the field of industrial and organizational psychology. In 2010, she received the Society for Industrial and Organizational Psychology (SIOP) Distinguished Professional Contributions Award. Her work in selecting and developing an adaptive workforce received the M. Scott Myers Award for Applied Research in the Workplace and the William A. Owens Scholarly Achievement Award for Best Professional Publication.

    Pulakos has published numerous articles in performance management, staffing, and human resources best practices, including three books: Performance Management: A New Approach for Driving Business Results; Implementing Organizational Interventions: Steps, Processes, and Best Practices; and The Changing Nature of Performance: Implications for Staffing, Personnel Actions, and Employee Development . She also authored two best-practice volumes on performance management and staffing for the Society for Human Resources Management (SHRM). Pulakos is a Fellow of the American Psychological Association and SIOP, where she also served as president. She holds M.A. and Ph.D. degrees in Industrial and Organizational Psychology from Michigan State University.


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