Date post: | 12-Apr-2017 |
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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Understand why performance reviews are outdated & ineffective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
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
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
Dr Tim BakerEmail: [email protected]: www.winnersatwork.com.au