The End of the Performance Review: A New Approach to Appraising Employee Performance
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Transcript of The End of the Performance Review: A New Approach to Appraising Employee Performance
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The End of the Performance Review A New Approach to Appraising Employee Performance
Dr Tim Baker
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Aims & Objectives
appreciate the constrains of the traditional appraisal system
understand the Five Conversations Framework and its application to your workplace
develop a deeper understanding of performance and the increasing importance of the non-job roles employees play in
organisations
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Job PerformanceJob Performance
Individual attributes
Organisational supportWork effort
(Blumberg et al., 1982)
Capacity to perform
Willingness to perform Opportunity to perform
•Demographic•Competency•Personality
•Time•Budget•Tools•Instructions•Expectations•Procedures
•Level of effort•Direction•Persistence
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A performance management framework
(Baker, 2009)
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What types of systems & processes are available?
Traditional approach Peer group approachDiscussion
•Military
•Power
•Manager judgment
•Relationship
•Agreement
•Mutual agreement
•Teamwork
•Multiple perceptions
•Peer group judgment
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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
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Roles people play in organisations are
more important than the jobs they do...
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The Work People Do
Job Tasks Non-job Tasks
Technical skillsTeam role
Career role
Innovation & Continuous Improvement role
SOURCE: The End of the Performance Review
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New Definition of Productivity
Kanter
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Climate Review conversation
Job satisfaction Morale Communication
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Strengths & Talents
conversation
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Opportunities for Growth
conversation
What are my expectations as manager?
How are you performing to those expectations?
What can we do to help you meet my expectations?
Are you committed to meeting those standards in the future?
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Learning & Development conversation
Technical-centred approach
Person-centred approach
Problem-centred approach
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Innovation & Continuous
Improvement conversation
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benefits of the Five Conversations
Framework
ongoing dialogue
openness and directness
flexibility
timely information
more relaxed approach
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“Tim Baker's new book revolutionizes the way to view and conduct employee appraisals. His method is brilliant in its simplicity and highly effective in its approach. "The End" for the traditional performance review but just the beginning for a groundbreaking new model.”
global leadership thinker and million-selling author or editor of 32 books, including the New York Times bestsellers, MOJO
www.winnersatwork.com.au or Amazon