Shifting from performance appraisals to performance development)

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Shifting From Performance Appraisals to Performance Development Dr. Tim Baker [email protected] m.au www.winnesatwork.com .au

Transcript of Shifting from performance appraisals to performance development)

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Shifting From Performance Appraisals to Performance Development

Dr. Tim [email protected]

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Understand why performance reviews are outdated & ineffective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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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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