Performance Management Rocks!
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Performance Management Rocks!

A Blueprint for Managing People Performance at Growing Companies

About the Book

The End of Performance Management (As You Know It) discusses how human resources can be adapted to the needs of current organizations, which face a rapid-changing marketplace, a younger, millennial workforce, and greater than ever competition for top-notch talent.

Using surprising case studies of the world's leading companies, Homem de Mello explores how the field of performance management (arguably the most important facet of people operations) has been evolving, and offers a handbook of tools and practices that can be applied today by organizations of all sizes.

Learn from how Anheuser-Busch InBev uses a big dream to energize the workforce; how Adobe has adopted frequent performance check-ins as its HR backbone; how Google has adapted goal-setting to the needs of a knowledge workforce, and so on. The payoff is a set of groundbreaking insights into how to build and sustain a high-performance culture.

Francisco Homem de Mello is the founder of Qulture.Rocks, a leading provider of talent management applications on the cloud, and has worked with companies of all shapes and sizes to develop and sustain high-performance work cultures.

About the Author

Francisco S. Homem de Mello

Francisco is the founder and CEO of Qulture.Rocks, an on demand software company that wants to bring ongoing performance management to every company worldwide.

After 10 years working as an executive director at a large investment bank, Francisco left his comfy job to write a book, The 3G Way: Dream, People, and Culture, which became a hit on Amazon's business and strategy circles, by describing the management style of three Brazilian entrepreneurs who own Anheuser Busch InBev, KraftHeinz, and Burger King.

Francisco is an amateur Ironman triathlete, and loves flying jets on X-Plane. He lives in São Paulo, Brazil. 

Table of Contents

    • Book registration
    • Note from the author
    • Introduction
  • Levelling the field
    • What is performance management?
    • The End of Performance Management
  • Part I: Culture and purpose
    • TL;DR
    • The dream
    • Culture
  • Part II: Feedback
    • TL;DR
    • Feedback in a high-performance culture
    • Never mix scarce comp, promotions, and feedback
    • Feedback cycles
    • Ongoing feedback
    • Training your people to give feedback
  • Part III: Agile goal setting (OKRs)
    • TL;DR
    • Introduction
    • A Brief History of OKRs
    • A bit of goal-setting science
    • Results-orientation
    • MBOs x OKRs
    • OKRs and Strategic Planning
    • How goals contribute up
    • The OKR cadence
    • Troubleshooting
  • Part III: Check-ins
    • TL;DR
    • The check-in architecture
    • Check-in question bank
    • General guidelines
  • Part IV: Talent Management
    • TL;DR
    • Meritocracy
    • Culture/behavior, or “How”
    • Results achieved, or “What”
    • Potential
    • How to structure a performance review
    • To curve or not to curve
    • Calibration
    • Mapping out your talent: The 8-Box Matrix
  • Part V: Case Studies
    • Google
    • AB InBev
    • Adobe
    • General Electric
    • Bibliography
      • Academic research
      • Other

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