Evolving Performance Management at Booz – From Measuring Performance to Developing Talent
Suzette Mitchell, Director Talent Strategy, Booz Allen Hamilton
Libby Barker, Performance Management Lead, Booz Allen Hamiltonn
Everyone is talking about how ineffective traditional performance management is. Either you’ve redesigned your processes or you’re thinking about it. No doubt you’ve heard the buzz about agile goal setting, removing ratings and encouraging more frequent feedback. Sounds great, right? But if everything we’ve tried in the past didn’t work, how are we going to get this to be effective?
Four years ago, Booz Allen Hamilton radically changed the way they conducted performance management activities, streamlining a bulky, ineffective, administratively heavy process into one that is simple, and focused on feedback and development instead of a rating.
In this session, you will learn about Booz Allen’s journey:
• What we did to make performance management more valuable to staff and the business
• How we doubled-down on change management to help leaders and staff prepare for change and our strategies for keeping them engaged
• What happened two years in – what was working, what wasn’t
• What we’re doing to equip managers to have higher quality, more organic conversations