shifting from performance appraisals to performance development)
TRANSCRIPT
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Understand why performance reviews are outdated & ineffective
Develop some strategies for shifting from appraisal to
development
Familiarise myself with the Five
Conversations Framework
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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.
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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 …
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Microsoft’s overhaul of its own performance management process as a move in this direction.
Some reflections …
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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 …
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If we want employees working together, not competing with one
another, towards achieving common goals
removing ratings is a good starting point.
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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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Survey on Performance Reviews …
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Command & Control Adaptive
coachingdeveloping
influencing
collaborating
problem solving
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Organisations are conversations
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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
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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 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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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
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