Please review the case "Performance Management at Vitality Health Enterprises, Inc." by Bingham and Beer (2012). This is available for purchase through the Harvard Publishing Course pack associated with this course. This briefcase follows James Hoffman, a newly appointed VP of Human Resources at Vitality Health Enterprises, and the Performance Management Evaluation Team (PMET) as they implement a new performance management system and struggle with its consequences of it. Defining performance outcomes for each level of the organization: How did the change in executive leadership affect the Key Performance Indicators used in the new performance management system? Were any of the four types of KPIs not included? How could they have been included? Develop goals aligned with Key Performance Indicators: In the original performance management system (before the change in leadership), what informal or political pressures biased managers' ratings? In what ways may they not have aligned with employees' actual efforts toward achieving their goals? Evaluate performance: What are the pros and cons of the force ranking approach used in the performance management re- design? How could it have been improved? What other approaches (besides forced ranking) may have been equally or more effective? Identify areas for improvement: How could the strengths/weaknesses of both top performances and weaker performers be identified and improved in the new system? What other features would need to be included? Provide performance consequences: How effective were the changes to the rewards associated with performance reviews (e.g., including a "vesting" period, linking reviews with incentives, etc.)? What could have been done to alleviate the concerns presented by managers regarding the link between review scores and pay? What about employees?