People & Strategy Summer 2017 Vol. 40 Issue 3 - 30
Patagonia's Journey into a New
Regenerative Performance Approach
By Chris Mason
he world of work is changing-and fast. For human resources professionals, it is not a question of whether to change, but simply how. And there is
little time to waste as thep pace of change is only accelerating toward an
ever more uncertain future world of work.
Since the start of the current decade, this rapid pace of change has reshaped
nearly all areas of HR practice, but perhaps none more thoroughly than performance management. At Patagonia, we feel this pace of change as acutely as any
other business, and in 2015, this led to our own reinvention of how we approach
employee performance. Our challenge, however, was not to change for change's
sake, but to discover the path forward that fit and would truly enable our company culture and strategy. What we created was a regenerative and sustainable
approach to performance-one that embraces the new era of big data and digitization, without compromising our relationship-driven culture.
Patagonia is an outdoor apparel and provisions company headquartered in Ventura, California, but what really sets the company apart and has sustained it for
the last 45 years is its unique culture. Founded by Yvon Chouinard in 1973, the
company's mission is to build the best product, cause no unnecessary harm, and
use business to inspire and implement solutions to the environmental crisis. Today, we have a little more than 2,000 employees working across five continents,
with the majority located in the United States.
PEOPLE + STRATEGY