shifting from performance appraisals to performance development
TRANSCRIPT
Shifting From Performance Appraisals to Performance Development
Dr. Tim [email protected]
Understand why performance reviews
are outdated & ineffective
Develop some strategies for shifting
from appraisal to development
Familiarise myself with the Five
Conversations Framework
Some reflections …GE announced it was abolishing its "rank and yank" system, which assigns employees a performance score relative to their peers and results in the lowest percentile getting fired.
Accenture’s 330,000 employees are undergoing what CEO Pierre Nanterme has called a "massive revolution" in which timely, personalized employee feedback is replacing annual evaluations and rankings.
Some reflections …
Microsoft’s overhaul of its own performance management process as a move in this direction.
Some reflections …
As Laszlo Bock, SVP of People Operations at Google, recently wrote:
“Performance management as practiced by most organizations has become a rule-based, bureaucratic process, existing as an end in itself rather than actually shaping performance. Employees hate it. Managers hate it. Even HR departments hate it.”
Some reflections …
If we want employees working together, not competing with one
another, towards achieving common goals
removing ratings is a good starting point.
What’s Wrong With the
Traditional Performance
Appraisal?
They are a costly exercise
Appraisals can be destructive
Appraisals are often a monologue rather than a dialogue
The formality of the appraisal stifles discussion
Appraisals are too infrequent
Appraisals are an exercise in form-filling
Appraisals are rarely followed up
Most people find appraisals stressful
Survey on Performance Reviews …
Command & Control Adaptive
coachingdeveloping
influencing
collaborating
problem solving
Organisations are conversations
5 Myths about performance
reviews
Myth 1: Increasing individual performance increases organisational performance
Myth 2: We need the performance review to objectively categorise people
Myth 3: Managers are in the best position to make judgments about people's performance
Myth 4: Performance reviews enhance employee performance
Myth 5: Performance reviews are designed to help employees
Roles people play in organisations are more important than the jobs
they do...
The Work People Do
Job role Non-job roles
Technical skillsTeam role
Career role
Innovation & Continuous Improvement role
SOURCE: The End of the Performance Review
Positive mental attitude & enthusiasm
The five conversations frameworkDate Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale and communication
• How would you rate your current job satisfaction?• How would you rate morale?• How would you rate communication?
Month 2 Strengths and talents
Efficiently deploying strengths and talents
• What are your strengths and talents?• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities for growth
Improving performance and standards
• Where are opportunities for improved performance?• How can I assist you to improve your performance?
Month 4 Learning and development
Support and growth • What skills would you like to learn?• What learning opportunities would you like to undertake?
Month 5 Innovation and continuous improvement
Ways and means to improve the efficiency and effectiveness of the business
• What is the one way that you could improve your own working efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
Unit 1—Enhancing Your Personal Influence in HR
Unit 2—Practical Ways to Dramatically Improve Organisational Performance
Unit 3—Creating a Performance-focused Organisation
Unit 4—Changing Job Descriptions to the Role Descriptions
Unit 5—Moving from a Culture of Performance Appraisals to Performance Conversations
Unit 6—The Eight Core Values of an Employer of Choice Culture
Leadership in HRM Program
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