Performance Management That the CEO Cares About Premium Content

Wednesday, November 30, 2011 - by Annmarie Neal, Robert Kovach
Sponsored By: Taleo

In the business world, there is one thing CEO's care about: growth. In the world of talent management, practitioners should have only one priority: their CEO's vision. And so, as one of these practitioners, you should have only one fundamental question: Does your organization's performance management strategy drive your CEO's vision? To drive growth that CEO's need, performance management systems must link to three imperatives:

  • business integration
  • organizational performance
  • an emphasis on return on investment

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Sponsored By:

Taleo

Authored By

  • Annmarie Neal
    Annmarie Neal is vice president of talent at Cisco, where she leads the Center for Collaborative Leadership, which provides succession management, executive assessment, and development and organization development for the firm's executives. Before joining Cisco, she served as the senior vice president, global talent office, with First Data Corporation. She has provided expert commentary for many publications, including the Wall Street Journal, and has written numerous articles and book chapters. She also serves on the Advisory Board of the University of Colorado, Denver. She received her PsyD in clinical psychology from the California School of Professional Psychology. She serves as the co-chair of the Conference Board’s Council for Talent Management Executives.
  • Robert Kovach
    Robert Kovach is the director of the Center for Collaborative Leadership at Cisco, where he also serves as the talent officer for European and emerging markets. He is internationally recognized for helping companies achieve their growth objectives by developing leadership talent. Before joining Cisco, he was managing director of the London office of RHR International; director of human resources for Central and Eastern Europe and Russia for PepsiAmericas, based in Warsaw; and a director of the Executive MBA Program and a member of the executive education faculty for both Ashridge Business School in England and the Central European University in Budapest. He has provided expert commentary for many publications, including the Financial Times and The Times of London, and has written numerous articles and book chapters. He received his PhD in industrial and organizational psychology from Wayne State University.