Implementing diversity, equity, and inclusion (DEI) initiatives is an ongoing process that poses benefits and potential risks. One of the major challenges organizations face in implementing DEI initiatives is backfire, which occurs when well-intended initiatives result in unintended negative outcomes (e.g., discrimination against and decreased performance of members of underrepresented groups). Many leaders need an understanding of how and why DEI practices may backfire. As such, we provide five evidence-based recommendations to help organizations successfully implement DEI practices while preventing and minimizing backfire. We recommend they (1) broaden engagement in targeted recruitment, (2) adopt a context-conscious perspective on diversity training, (3) create DEI accountability structures, (4) align DEI with communication and culture, and (5) use a multilevel approach to monitor and evaluate DEI practices.

Many businesses engage genuinely in corporate social responsibility (CSR). But others engage in CSR-washing: using social concerns for financial gain and the distortion of internal practices to project the image of CSR to stakeholders. Unfair CSR-washing happens when a company is accused of being a CSR-washer despite having made significant and genuine efforts to address social or environmental issues. CSR-washing harms firms' reputations, resulting in the loss of consumer and stakeholder trust and even in potential lawsuits, depending on the type and severity of the behavior. We offer four interconnected, evidence-based recommendations to minimize a business's unfair perception as a CSR-washer: (1) integrate CSR into core activities rather than peripheral activities, (2) adopt a bottom-up approach to CSR, (3) develop an integrative performance-management/CSR system, and (4) develop an effective CSR communication strategy. We also offer specific implementation guidelines for each recommendation. Implementing these evidence-based practices will help organizations plan, execute, and monitor their CSR initiatives while remaining authentic and minimizing the chance of being labeled as CSR-washers.

Many organizations are curtailing or even abandoning performance management because of difficulties measuring performance and disruptions in performance-based pay due to the COVID-19 crisis. Contrary to this growing and troubling trend, we argue that it is especially important during the crisis to not only continue but also strengthen performance management to communicate a firm's strategic direction, collect valuable business data, provide critical feedback to individuals and workgroups, protect organizations from legal risks, and retain top talent. To do so, we offer a solution to overcome the challenges associated with measuring performance during a crisis. Specifically, we extend and expand upon the well-established Net Promoter Score measure in marketing and introduce the Performance Promoter Score (PPS) to measure performance. We offer evidence based recommendations for collecting PPS information for individuals, workgroups, and other collectives, computing a Net Performance Promoter Score (NPPS); using multiple sources of performance data, and using PPS for administrative and developmental purposes as well as to provide more frequent performance check-ins. PPS is a convenient, practical, relevant, and useful performance measure during a crisis such as the COVID-19 pandemic, but it is also an innovation that will be useful long after the pandemic is over.

Innovation-the implementation of creative ideas-is one of the most important factors of competitive advantage in 21st century organizations. Yet, leaders do not always encourage employee behaviors that are critical for innovation. We integrate existing literature on the critical factors that serve as antecedents of innovation, including employee voice and knowledge sharing, which in turn lead to creativity and innovation. Based on existing empirical research, we offer evidence-based recommendations for managers to become innovation leaders by: (1) developing the right group norms, (2) designing teams strategically, (3) managing interactions with those outside the team, (4) showing support as a leader, (5) displaying organizational support, and (6) using performance management effectively.

From security cameras to GPS tracking systems, nearly 80% of organizations use some type of electronic performance monitoring (EPM). EPM uses technology to gather, store, analyze, and report employee behavior data to assess performance and observe actions on the job (i.e., productivity, use of company time, incivility). The objective, real-time data that EPM systems collect can be used for performance appraisal, training and development, logistical tracking, wellness programs, employee safety, and more. Despite the organizational benefits of EPM, these systems can have adverse effects on employee satisfaction, organizational commitment, fairness perceptions, and employee behavior. Research provides evidence, however, that these downfalls can be mitigated by implementing these systems with employee attitudes and privacy perceptions in mind. Using theory and empirical research evidence, we offer five recommendations for maximizing the positive effects and minimizing the negative effects of EPM: (1) Be transparent with employees about EPM use, (2) be aware of all potential employee reactions to being monitored, (3) use EPM for learning and development rather than deterrence, (4) restrict EPM to only work-related behaviors, and (5) consider organizational makeup when implementing an EPM system.

Teams are pervasive in today's world of work. Unfortunately, in many cases teams do not live up to their promise and, instead, lead to disappointing results. In this installation of Human Performance, we discuss how to design and implement performance management systems that include a good combination of both ''me'' and ''we'' considerations. We offer the following research-based recommendations: (1) use measures of individual and team performance, (2) use measures of processes and outcomes, (3) develop performance measures using input from inside and outside the team, (4) gather performance information using sources from inside and outside the team, (5) foster team learning and development, and (6) reward both individual and team performance. We discuss implementation guidelines for each of these recommendations that will help maximize individual and team performance as well as alignment among individual, team, and organizational goals. Implementing performance management systems following our recommendations will help organizations turn teams into an inimitable and sustainable source of competitive human capital advantage.

Monetary rewards can be a very powerful determinant of employee motivation and performance which, in turn, can lead to important returns in terms of firm-level performance. However, monetary rewards do not always lead to these desirable outcomes. We discuss in this installation of Human Performance what monetary rewards can and cannot do, and reasons why, in terms of improving employee performance. Also, we offer research-based recommendations, including the following five general principles to guide the design of successful monetary reward systems: (1) define and measure performance accurately, (2) make rewards contingent on performance, (3) reward employees in a timely manner, (4) maintain justice in the reward system, and (5) use monetary and nonmonetary rewards. In addition, we offer specific research-based guidelines for implementing each of the five principles. In short, our article summarizes research-based findings and offers recommendations that will allow managers and other organizational decision makers to understand when and why monetary reward systems are likely to be successful in terms of enhancing employee motivation and performance.