Case Study

Performance development at GE: Shaping a fit-for-purpose performance management system (C)

9 pages
October 2018
Reference: IMD-7-1987

In 2013, GE implemented the FastWorks program, an initiative that utilized tools and methods adapted from start-up methodologies to make the company more customer centric, lean and agile. With the spread of FastWorks within GE, a startling conclusion became evident – the existing performance management system might no longer be fit for the company’s new direction. This case series follows the journey of GE’s new performance management system, Performance Development, and its PD@GE app. By utilizing FastWorks in its development process, the HR team was able to leverage customer feedback and rapid prototyping to build a new system with unique features, such as instantaneous feedback, upward feedback and removal of employee ratings.

Learning Objective
  • Identify the need to align appraisals and incentives to complement company strategy
  • discover success factors for working in an agile manner in a complex organization
  • explore best practices in change management
  • adapt HR processes for the next generation of workers
Human Resources, Performance Appraisal, Millennials, Change Management, Feedback, Agility, Fast Prototyping
Northern America, United States of America
General Electric, Travel and Leisure, Airlines and Aviation, Manufacturing, Aeronautics and Aircrafts, Healthcare, Medical Equipment
Field Research
© 2018
Available Languages
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