Edie Goldberg is the Founder & President of E.L. Goldberg & Associates. She is a nationally recognized expert in talent management and the future of work. Her practice focuses on designing HR strategies to attract, engage, develop, and retain employees. Edie holds a Ph.D. in Industrial/Organizational Psychology (University of Albany, SUNY) and a M.S. & B.S. in Psychology from San Diego State University. She is a SIOP Fellow and recipient of the HRPS Lifetime Achievement Award for contributions made to her profession.Alan Colquitt is a seasoned scientist and practitioner with more than 35 years of experience improving organizations. He has extensive experience researching and developing solutions across many areas of talent management and organization effectiveness. He is an author and frequent speaker at conferences and professional events. Alan previously held executive positions in Talent Management at John Deere, Eli Lilly and Company, and Procter & Gamble. He is currently anindependent advisor and consultant.

• 1: Introduction 2: Current State of Performance Management 3: The Purpose of Performance Management Section I. The Business Case for Change 4: The Changing Nature of Work 5: Implications of the Business Context for Performance Management Practice 6: Performance Enablement: The Right Model for Today's Business Needs Section II. Performance Enablement Principles 7: Aligning to How Work Gets Done 8: A Focus on Being Supportive and Positive 9: Making It Simple and Continuous Section III. Performance Enablement Practices 10: Make Goals Central 11: Create a Feedback Culture and Coaching for Future Performance 12: Focus on Development Section IV. Evaluation, Rewards, Technology, and Implementation 13: Performance Evaluation 14: The Performance Management-Reward Connection 15: Technology and Innovations in Performance Enablement 16: Effective Practices in Designing and Implementing Performance Enablement 17: Flipping the Script from Performance Management to Performance Enablement

Edie Goldberg is the Founder & President of E.L. Goldberg & Associates. She is a nationally recognized expert in talent management and the future of work. Her practice focuses on designing HR strategies to attract, engage, develop, and retain employees. Edie holds a Ph.D. in Industrial/Organizational Psychology (University of Albany, SUNY) and a M.S. & B.S. in Psychology from San Diego State University. She is a SIOP Fellow and recipient of the HRPS Lifetime Achievement Award for contributions made to her profession.Alan Colquitt is a seasoned scientist and practitioner with more than 35 years of experience improving organizations. He has extensive experience researching and developing solutions across many areas of talent management and organization effectiveness. He is an author and frequent speaker at conferences and professional events. Alan previously held executive positions in Talent Management at John Deere, Eli Lilly and Company, and Procter & Gamble. He is currently anindependent advisor and consultant.

• 1: Introduction 2: Current State of Performance Management 3: The Purpose of Performance Management Section I. The Business Case for Change 4: The Changing Nature of Work 5: Implications of the Business Context for Performance Management Practice 6: Performance Enablement: The Right Model for Today's Business Needs Section II. Performance Enablement Principles 7: Aligning to How Work Gets Done 8: A Focus on Being Supportive and Positive 9: Making It Simple and Continuous Section III. Performance Enablement Practices 10: Make Goals Central 11: Create a Feedback Culture and Coaching for Future Performance 12: Focus on Development Section IV. Evaluation, Rewards, Technology, and Implementation 13: Performance Evaluation 14: The Performance Management-Reward Connection 15: Technology and Innovations in Performance Enablement 16: Effective Practices in Designing and Implementing Performance Enablement 17: Flipping the Script from Performance Management to Performance Enablement

Edie Goldberg is the Founder & President of E.L. Goldberg & Associates. She is a nationally recognized expert in talent management and the future of work. Her practice focuses on designing HR strategies to attract, engage, develop, and retain employees. Edie holds a Ph.D. in Industrial/Organizational Psychology (University of Albany, SUNY) and a M.S. & B.S. in Psychology from San Diego State University. She is a SIOP Fellow and recipient of the HRPS Lifetime Achievement Award for contributions made to her profession.Alan Colquitt is a seasoned scientist and practitioner with more than 35 years of experience improving organizations. He has extensive experience researching and developing solutions across many areas of talent management and organization effectiveness. He is an author and frequent speaker at conferences and professional events. Alan previously held executive positions in Talent Management at John Deere, Eli Lilly and Company, and Procter & Gamble. He is currently anindependent advisor and consultant.

• 1: Introduction 2: Current State of Performance Management 3: The Purpose of Performance Management Section I. The Business Case for Change 4: The Changing Nature of Work 5: Implications of the Business Context for Performance Management Practice 6: Performance Enablement: The Right Model for Today's Business Needs Section II. Performance Enablement Principles 7: Aligning to How Work Gets Done 8: A Focus on Being Supportive and Positive 9: Making It Simple and Continuous Section III. Performance Enablement Practices 10: Make Goals Central 11: Create a Feedback Culture and Coaching for Future Performance 12: Focus on Development Section IV. Evaluation, Rewards, Technology, and Implementation 13: Performance Evaluation 14: The Performance Management-Reward Connection 15: Technology and Innovations in Performance Enablement 16: Effective Practices in Designing and Implementing Performance Enablement 17: Flipping the Script from Performance Management to Performance Enablement