Shifting from performance appraisals to performance development)
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Transcript of Shifting from performance appraisals to performance development)
Outcomes
Familiarise yourself with the process of the Five Conversations Framework
Develop some strategies for shifting from appraisals to development
Understand why performance reviews are outdated & ineffective
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
Performance reviews are fine; its the managers conducting them that’s the problemPerformance reviews would be better if we improved the processPerformance reviews are not working; we need to abolish them
Survey on Performance Reviews …
Command & Control Adaptive
coachingdeveloping
influencing
collaborating
problem solving
Organisations are conversations
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
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Dr Tim BakerEmail: [email protected]: www.winnersatwork.com.au
