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Why Are We Managers So Poor at Feedback? It’s Like Trying to Explain How to Use a Towel to a Fish

Why Are We Managers So Poor at Feedback?  It’s Like Trying to Explain How to Use a Towel to a Fish | Talent and Performance Development | Scoop.it

Is the manager’s most important job to give feedback to employees? ....Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


Excerpts:

"...most managers are so poor at it which means the feedback is infrequent, poorly timed, of poor quality, or all three."

Sibson Consulting reports that HR professionals are frustrated because managers don’t give constructive feedback and 58% of HR professionals give their number one feedback tool, the annual performance review, a C grade or below. 


Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


...[The] ..four big reasons (barriers) why feedback is poorly done now:


  • …what managers call feedback is not feedback at all. It is criticism. Feedback is data from a process that is used for learning.
    
  • Second, current HR polices require managers to give the feedback. Why not give employees the ability and autonomy to collect their own data? ... Why not provide autonomy and trust to employees instead?
    
  • Third, the work environment most often discourages open and honest feedback. …How can managers give feedback to something they can’t see?
    
  • Fourth, most managers intuitively know….Attempting to provide feedback on the behaviors of employees without studying the entire system (the context) is like trying to explain how to use a towel to a fish.
   
Related posts by Deb:
      
Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals

       

From Chaos to Creative Performance Development in a VUCA World (One that is Volatile, Uncertain, Chaotic and Ambiguous) - Slideshare

        


photo:  by deepwarren Flickr cc 


Deb Nystrom, REVELN's insight:

This helpful article points to the systemic source of problems in performance appraisals and feedback.  It also implies that data and business intelligence have a bigger role that managers could help happen.  

Getting data in the hands of those who could best use it for, direct, untainted, well-timed feedback relieves managers of a burdensome, low-value task and empowers them to direct data tools to where they can do the most good.  ~  Deb

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Factors which make a performance management system successful? PMS indeed.

Factors which make a performance management system successful? PMS indeed. | Talent and Performance Development | Scoop.it
A successful PMS (performance management system) drives the QMS (quality management system) which in turn ensures that the best quality service is delivered to every customer every time.
Deb Nystrom, REVELN's insight:

Yes, that's my title for this ScoopIt, not the author's.  PMS, post menstrual syndrome of the industrial age, indeed.

Sorry, I'm not seeing it here.  This is a cautionary tale post about 90's era PMS (individually based, behavior & competency-based, yada yada) performance management systems - which describe all the pieces and parts, but not the Return On Investment, ROI.  


There are shades of B.F. Skinner reinforcement of dog training in sight (getting people to respond to rewards.)  For more on this, take a look at Alfie Kohn for some shock therapy via "Punished by Rewards" and then the classic, well researched work of Frederick Herzberg on Achievement.

I continue to search for solid evidence that all this structuring focused on top down, directive management (mgr. conducts appraisals) provides great results.  I am not finding it.  


Great, high performing managers seem to be the game changer for PMS (the perf. management system) working.  No surprises there.


Dressing up top down scientific management (F. W. Taylor, industrial age era) as knowledge worker era systemic systems, is a lot of work for limited results, depending, of course, on the manager.  


~  Deb

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2013 Performance Appraisal Report Card, #Infographic

2013 Performance Appraisal Report Card, #Infographic | Talent and Performance Development | Scoop.it

A "Performance Evaluation Report Card" inforgraphic showing the overall ratings participants gave their organizations, as well as the 3 worst mistakes evaluators make when conducting performance appraisals.


Infographic: 2013 employee performance appraisal practices - Human resources News on Performance Appraisal


Deb Nystrom, REVELN's insight:

It's good to see some light at the end of the tunnel regarding pay practices linked to appraisal.  However, we've got a long way to go to move beyond old-school appraisal practices, based on the way the these survey questions were constructed and answered..  ~  D

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SuccessFactors Reviews

SuccessFactors Reviews | Talent and Performance Development | Scoop.it

SuccessFactors, an HR software firm has been purchased by software giant SAP in 2013.  Via the Glassdoor reviews, it doesn't seem the merger is going so well in 2013 internally, though externally, all seems fine.   This "things are fine" stste is being reported via bloggers attending Success Factors presentations at conference, with non-disclosure agreements in tow.
 

Deb Nystrom, REVELN's insight:

In a companion ScoopIt, SAP has not "messed up" Success Factors  (an HR system automation company)...at least, not yet.  This series of employer reviews on Glassdoor by new and current SuccessFactors employees (now working for SAP) is a cause for pause.     


Not using your own products, like Success Factors for their own HR, would be one sign that the merger is more about selling and less about quality and alignment with company values, for which they do tout quite a few via company slogans about transparency and "don't leave our wounded behind."  

A sample of different 2013 current employee reviews includes:  

  • "Hypocrite culture," 
   
  • "The company has grown so fast," 
   
  • "This is a culture of lies, fear and manipulation," 


and,


  • "Telling workers to get out if they raise issues which they feel should be addressed is not rational."


                                                                                  - Deb



 

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Four Major Flaws of Force Ranking - i4cp

Four Major Flaws of Force Ranking  - i4cp | Talent and Performance Development | Scoop.it
Forced Ranking or "The Vitality Curve" -  This isn't comparing apples to apples; it's like comparing apples to bacon.

The chart above are the results from a recent i4cp study on performance rankings, published in  Performance Management Playbook: Managing Critical Performance Challenges, showing a sharp decline in both forced rating and forced ranking since 2009.  

  • Two-thirds of companies that did utilize these practices abandoning them - from 49% in 2009 to 14% in 2011.
  
i4cp's list of shortcomings of force ranking includes:
 

Companies unwittingly give a huge boost to the competition.

..when Microsoft jettisons their presumed lower-performing employees, they are providing the competition with fresh talent

   

The bottom 10% isn't always the bottom 10%.

An employee who is in the bottom 10% in a high-performing department might rank much higher when compared to employees in a different department that has lower overall performance. Why should that employee be let go when he or she outperforms those in other fucntions? This isn't comparing apples to apples; it's like comparing apples to bacon.

   

Forced ranking can be an engagement and innovation killer.
    
Related posts by Deb:

     

   




Deb Nystrom, REVELN's insight:

Dick Grote is still touting forced rankings (in a modified way, but still rank & remove) in his articles and books on performance appraisal and performance management.  

The i4cp consulting group offers reasons why it's not working in 2012.  ~  D

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Let's Abolish Self-Appraisal - Dick Grote's Perspective on the Manager's Role

Let's Abolish Self-Appraisal - Dick Grote's Perspective on the Manager's Role | Talent and Performance Development | Scoop.it

Asking an employee to write a self-appraisal using the company's appraisal form is a ...deceptively attractive technique.


A performance appraisal is a record of a supervisor's opinion of the quality of an employee's work. The review meeting is a discussion, not a negotiation. Asking the individual to write a self-appraisal encourages misunderstanding by both parties.


...individuals are notoriously inaccurate in assessing their own performance, and the poorer the performer, the higher (and more inaccurate) the self-appraisal. 


Research by the consulting firm Lominger, Inc.indicates that "the overall correlation between self-ratings and performance was .00. The most accurate rater by far is the immediate boss."


Further, in their article "Unskilled and Unaware of It," Cornell University researchers Justin Kruger and David Dunning report that those who are incompetent performers are also incapable of assessing the difference between good and bad performance.


As they put it, "When people are incompetent in the strategies they adopt to achieve success and satisfaction, they suffer a dual burden: Not only do they reach erroneous conclusions and make unfortunate choices, but their incompetence robs them of the ability to realize it. Instead, they are left with the mistaken impression that they are doing just fine."

Deb Nystrom, REVELN's insight:

This issue here is the individual view of appraisal and the accuracy of manager appraisals, as well as end of year reviews tied to salary increases.  One to one links of such processes fragment team and group work.  What do you think?  ~  Deb

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Performance Review, the Fast Way!

Performance Review, the Fast Way! | Talent and Performance Development | Scoop.it

Humor.  This about sums up many traditional performance appraisal practices by some managers eager to be done with the task.

Deb Nystrom, REVELN's insight:

No curation comment needed here.  ~  D

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Flawed Performance Management and Hospital Consultants Don't Mix > Insights to Change

Flawed Performance Management and Hospital Consultants Don't Mix > Insights to Change | Talent and Performance Development | Scoop.it

"...improvements envisaged by the Department were achieved but that’s because its objectives were absurdly unambitious."  


Does this sound like a hobbled performance management system to you?  From "An open blog enabling commentators from across secondary care to share their opinions."


Excerpts:


“A new contract which increased consultants’ pay by between 24% and 28% failed to halt a continuing decline in productivity. Many of the improvements envisaged by the Department were achieved but that’s because its objectives were absurdly unambitious.


____________________

The use and quality of annual appraisals in trusts are patchy.

___________________


“The contract allows consultants to refuse to work during evenings and weekends. As a result, hospitals struggle to provide the appropriate level of consultant-led care for patients. Some trusts even pay up to £200 an hour for additional work which is done at weekends.


“The use and quality of annual appraisals in trusts are patchy. Seventeen per cent of consultants have not had an appraisal in the last year. It is also startling to hear that nearly half of trusts do not assess whether consultants have met the objectives in their job plans.


____________________.


..half of trusts do not assess whether consultants have met the objectives in their job plans.

____________________



“Pay progression for consultants is linked to years in the job rather than how well they are performing. And Clinical Excellence Awards, costing £500 million a year and aimed at rewarding consultants whose performance is over and above what is normally expected, are held by 60% of consultants.


____________________

...This nonsense highlights how badly consultants’ performance is being managed.

____________________


“This nonsense highlights how badly consultants’ performance is being managed. A proper culture of performance management for consultants and other NHS staff must be implemented if we are to avoid incidents of poor performance.


“Despite the increased pay, there is still a shortage of consultants in some parts of the country, in hospitals in deprived areas and in specialities such as geriatric medicine. This makes some trusts reliant on locum consultants, who provide less continuity of care for patients as well as being more expensive for the NHS.


Excerpts:  By Mike Broad - 3rd July 2013


Related posts by Deb:

   
   


photo credit: - born1945 Tom Brandt Flickr cc

Deb Nystrom, REVELN's insight:
  • This open blog window into healthcare consulting shows problem in implementation with performance management in healthcare.  The flaws mentioned or implied include:  
  • fragmented ownership of the system;
  
  • lack of clarity IF there is a performance system;
  
  • performance indicators are opaque, unclear;
 
  • performance appraisal is seen as a non-implemented solution to determining consultant performance pay;
  • contracting (deliverables) with consultants is flawed 
   
  • including the hours consultants can be contacted for help;
   
  • the way decisions were made is unclear, including whether or not the consultants fully support the hours they are available to help those they serve;
   

...and more.


This makes for a handy, current case-study-in-progress (like open source) for performance management systems, the 2013 and international version.  ~  Deb

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Replacing Performance Appraisal with Better Practices

Replacing Performance Appraisal with Better Practices | Talent and Performance Development | Scoop.it

"The annual performance appraisal [does NOT] actually increase performance. So, what should replace them?  There are three strategic resources to replace the performance appraisal system:


  1. Key Predictive Indicators for Knowledge Workers
  2. The Manager’s Letter
  3. After-Action 



_____________________
    
Better to be approximately relevant rather than precisely irrelevant.

_____________________


Knowledge work is not defined by quantity, but quality; not by its costs, but results. The traditional tools of measurement need to be replaced by judgment. And there is a difference between a measurement and a judgment: a measurement requires only a scale; a judgment requires wisdom.

   

....So many leaders worry that if they get rid of objective measures, they will introduce subjective bias into the decision-making process. So what? To get rid of bias we would have to give up emotions and discernment, which is too high a price to pay. Neurologist Antonio Damasio has studied brain-damaged patients, demonstrating that without emotion it is impossible to make decisions.

    

Admittedly, the following KPIs raise rather than answer questions, but at least they raise the right questions. Better to be approximately relevant rather than precisely irrelevant. Enlightened organizations allow their team members to decide which of the following KPIs are most important to track and develop.



Related posts by Deb:


   


Deb Nystrom, REVELN's insight:

This is rich, practical post is also listed with "Innovation and Institutions"  since any organization that successfully dispenses with this deeply flawed practice is innovating indeed.  


So many leaders are reluctant to take this step under the guise of wanting to believe the metrics tied to appraisal are fully valid.  It's doubtful they are if subjective managers are making the call.   ~  Deb

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Deb Nystrom, REVELN's curator insight, June 15, 2013 3:42 PM

This is a wonderfully rich post on how to set forth good alternatives to this dreaded and deeply flawed practice.  It features how to get on the right path with "practical suggestion(s) to hold people accountable for their future contribution..."  ~  Deb

Deb Nystrom, REVELN's comment, June 16, 2013 9:41 AM
From a Google+ post discussion with Vince: I think most metrics involving human beings are rife with subjectivity under the guise of objective measurement.

In my experience working with organizations designing their perf. mgmt. processes, there was a year that a business had minimal salary to distribute for the yearly program. They decided to do across the board increases with adjustments (those paid under a certain amount had a bigger increase.) They also, that year, completely severed the performance appraisal and salary link. Result: The performance review conversations completely changed. For the first time, staffers asked for additional time to complete the year end discussion, using it to really build understanding and plan for the year ahead (feed forward concept.)

If there was one business practice that would do much better, "resting in pieces," it would be performance "management." 
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How to Evaluate Performance of Project Teams

How to Evaluate Performance of Project Teams | Talent and Performance Development | Scoop.it

An HR manager offers suggestions on  evaluating project team performance including a template you can download for your use.


[Teams] want know what is working and what isn't. Team evaluations don't necessarily have to be negative. If weak areas exist, remarks made can turn those negatives into positives.


Your team's project performance should be evaluated in one of two ways:

  • Team members should evaluate themselves and each other.

  • Team members should evaluate each other and team leaders should evaluate individual team members.  [DN:  The team leader is also a part of the team evaluation.]


Photo by Ekaterina Sotova Flickr-cc


Related posts from Deb:

    

3 Success Factors for High Performance Teams, and What Gets In the Way

    

Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!
Deb Nystrom, REVELN's insight:

The downloadable form is behavioral and a good start for looking at moving away from individual performance appraisal.  What would improve it even more is simply providing data to teams members on key metrics that are central to improving results.

We still have aways to go.  ~  D

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A New Approach - Changing the Annual Performance Review

A New Approach - Changing the Annual Performance Review | Talent and Performance Development | Scoop.it

Tired of the traditional annual performance review? Try this fresh approach focusing on delivering goals and great conversations." 


Excerpted key conversation points:

 

  1. The 3-5 Core Deliverables of the Role—...the bigger impact areas that the role makes on the department or business. For smaller companies...revenues, costs, customer satisfaction, or operational performance.
  2. The 3-5 Biggest Achievements—what ...made a difference, measurable.
  3. The 3-5 Personal Characteristics You Most Appreciate— elements of how someone performs that makes their work better...sense of humor, efficiency, cost-consciousness, loyalty, and directness are all examples of characteristics I have used in assessing this category.
  4. The 3-5 Goals for the the Company or Department—...a chance to discuss contributions that the person can make....support [or] direct role...connect the dots.
  5. The 3-5 Biggest Challenges Anticipated for the Next Period—Great brainstorming discussions....a great strategy and planning opportunity.


...You can conduct this conversation after an assignment, prior to a promotion or change in role, or even quarterly. However you decide to use it, I suggest you write it out first, then discuss it with your team members.


Deb Nystrom, REVELN's insight:

The disclaimer with this post shows the integrated nature of traditional appraisal systems:   "Some organizations are very particular about their review system, particularly when it is linked to compensation. ...HR ...may be reluctant to try a new ...process. ....discussion with them beforehand about which process works best for your business."


In my own experience with many different departmental review systems, I noticed the most interest, engagement and utility of a performance review came when compensation was delinked or reduced to a "soft" - dotted line - link.   ~  Deb

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Performance Review: I'll try harder! I'll try smarter! Humor

Penny is under-performing at work. Typical Penny.  "About those lunch breaks,"  I don't think it's working out,"  "You've said this before."  

Deb Nystrom, REVELN's insight:

The script is classic.  It is well-known to managers and HR staff who are following progressive discipline.  So it is aboiut more than a peformance review, tongue in cheek, perhaps about highing younger and younger?  (You think?)

Besides the humor, it is about evidence and pattern, the script, and emotional sidetracks.   ~  Deb

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Classic: How to Give Good Feedback, Beyond Appraisal

Classic:  How to Give Good Feedback, Beyond Appraisal | Talent and Performance Development | Scoop.it

"...Human nature hasn't changed - few of us enjoy hearing about our shortcomings, and few of our bosses and colleagues look forward to describing them.


Part of the problem is that work itself has changed - it's more team- oriented, less individualistic. The tougher it is to measure individual performance, the tougher it is to evaluate it."

___________________________


The tougher it is to measure individual performance, the tougher it is to evaluate it."

___________________________


Parkview Medical Center in Pueblo, Colorado ...explor[ed] how best to modify the hospital's existing checklist-based reviews: Which ratings made the most sense? Which scoring systems worked best? But no amount of tinkering satisfied Parkview's leaders.


Dorothy Gill, vice president of human resources, and a team of her colleagues explained their dilemma to the CEO: "He said, 'If there isn't a better way to do reviews, let's just stop doing them.' So we did. 


Gill and her colleagues eventually came up with an idea. It's called APOP, for Annual Piece of Paper. The most valuable kinds of feedback, they concluded, are the daily interactions between leaders and their people - interactions that can't be captured on paper.


The hospital still requires that managers do annual reviews. But instead of being top-down appraisals, the reviews are bottom-up requests for assistance: What can the leader do to make the employee's job easier? What gets in the way of accomplishing the job?


___________________________

There are no scores, no written goals for the next year....  the...process "takes performance reviews and turns them upside down." 

___________________________


And the medium for those reviews is conversation, not written evaluation. There is a form - the APOP. But its only role is to confirm that the conversations took place. There are no scores, no written goals for the next year.


It's literally a piece of paper, signed by the employee and the director, that records the date, place, and agenda of the meeting. The APOP process "takes performance reviews and turns them upside down," Gill says. "Directors don't tell employees how they're doing. They ask open-ended questions to see what will help employees do a better job."


photo: by felipe.cabrera, Flickr CC 

Deb Nystrom, REVELN's insight:

This is a classic article from way back, 1998, that is still fresh and current today on the topic, with many relevant business examples and practice tips.  


Parkview Medical Center is still around.  Hospital reviews are available via US News and World report.  They are placing as one of the top 11 hospitals in the state for several health practice areas.  ~  Deb

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Peer Performance Reviews - Reviewed

Peer Performance Reviews - Reviewed | Talent and Performance Development | Scoop.it
Some companies are doing away with traditional top-down, manager-led performance reviews and relying on the rank-and-file for employee evaluations.


The system provides more valuable information about each worker's performance than a review by just one person would, Mr. Garrity says. That's particularly true at Hearsay Social, because it has very few formal managers, most employees work across multiple teams, and leadership changes from project to project.


___________________

"We are decentralizing as much decision making as we can, so we also need to decentralize reviews..." 

___________________


"We are decentralizing as much decision making as we can, so we also need to decentralize reviews," says Steve Garrity, the chief technology officer.  at Hearsay Social Inc., a San Francisco-based social-media software company with some 90 employees.


But the process, which the firm plans to do twice a year, is also time-consuming and complicated, he says, and it may not work as the employee count grows. 


___________________


...crowdsourced feedback may not provide better data....feedback may gravitate toward positive and negative extremes...

___________________



...Crowdsourced evaluations go a step beyond traditional 360-degree reviews, which are generally more structured and often involve lengthy surveys.   


___________________


 "...Another potential downside is "rating fatigue" and lower quality information..."

___________________


But critics argue that crowdsourced feedback may not provide better data. Like online restaurant or product reviews, feedback may gravitate toward positive and negative extremes, says Tracy Maylett, chief executive of DecisionWise.   ...Another potential downside is "rating fatigue" and lower quality information, he adds.

Deb Nystrom, REVELN's insight:

Assessing the "why" of these processes are key.  For example, the goals of peer review may fit the type of work that happens in  team oriented cultures of a certain size.  360 feedback is also best for newer to mid-level managers, open to development.  ~  D

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Robin Martin's curator insight, July 15, 2013 9:30 PM

Just think of how productive and beneficial this could be for a small team. After all, no one knows more about a team member better than another member of the team! 

David Hain's curator insight, July 16, 2013 4:11 AM

Fascinating experiment - hope it works!

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Performance Management ~ Change the Focus, The Hooper-Bacal Method

Performance Management ~ Change the Focus, The Hooper-Bacal Method | Talent and Performance Development | Scoop.it

It doesn’t rely on ratings...  Some annual documentation — some kind of formal performance review process [is a formality.)  That is one of Robert Bacal's suggested changes on what to de-emphasize in performance management.


In the Hooper-Bacal Method, this was a formality, never surprising the employee or the manager. The “forms” were so insignificant in the process that I can’t even recall what they were — certainly not those awful rating forms.


The meetings were, once again, short, sometimes as little as fifteen minutes, and while the mere phrase “performance review” created some anxiety, for the most part, once employees “got” that it wasn’t a case of being shocked by bad news, the annual review became a much more comfortable process.


Photo:  Billso on Flickr.com CC


- See more at: http://work911.com/wp/?p=10551#sthash.LNgEhYtZ.dpuf

Deb Nystrom, REVELN's insight:

Eliminating the traditional single manager-driven ratings is one big step in the right direction.

I used Robert Bacal's approach (putting the emphasis in through the year data collection, not end of year appraisal) for many years, helping business departments and organizations design a process that would work for them, including unionized environments.  


His is a useful website rich with seasoned perspective on improving or eliminating aspects of flawed appraisal practices.


~  Deb

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Crowdsource Your Performance Reviews

Crowdsource Your Performance Reviews | Talent and Performance Development | Scoop.it

HR has lost confidence in the traditional review process. 


Forty-five (45%) percent of human resources (HR) leaders don't think annual performance reviews are an accurate appraisal for employees' work. And 42% don't think employees are rewarded fairly for their job performance.



HR has lost confidence in the traditional review process. Most people know that employees dread annual reviews, but when nearly half of HR professionals agree, it's clear we need a new approach to how employee performance is measured and evaluated.


______________________

A group of independently deciding individuals is more likely to make better decisions and more accurate observations than those of an individual.

______________________



...managers criticize the inflexibility and infrequency of a formal, forced process. It's an industry awakening to a system that is no longer effective on its own for the way companies and people are managed today.


For example, managers are tasked with using only their own observations and analysis to appraise employees, yet many don't have the tools to record pertinent events as they happen.


...Enter the wisdom of crowds — or crowdsourcing. A group of independently deciding individuals is more likely to make better decisions and more accurate observations than those of an individual.


Crowdsourcing, by leveraging social recognition data, is a better way for managers to collect, evaluate and share information on employee performance. In many leading organizations, it is already redefining performance management and transforming all of HR.


Why?


Recognition is something that comes naturally —...co-workers and peers can identify and reward desired behaviors and cultural attributes through unsolicited recognition, as they happen.


And unlike 360 degree reviews, which require ...provid[ing] a formal, forced review of an individual, crowdsourcing is inspired peer-to-peer performance feedback.


This stream of recognition...often appears in internal social newsfeeds, provides timely, measurable insights into your talent, top influencers and performers.



Deb Nystrom, REVELN's insight:

Note:  The suggestions in this piece work when the org. culture supports it - e.g. giving, learning, supportive, NOT competitive.   Crowdsourcing has downsides too, like becoming a popularity contest.


This is piece that reflects "pull" vs. "push" trends in performance work.  ~  Deb

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Beyond Performance Management (40 Tools & Why?) Change, Lean, 6 Sigma & more

Beyond Performance Management (40 Tools & Why?) Change, Lean, 6 Sigma & more | Talent and Performance Development | Scoop.it

"Just 30 percent of these tools deliver as intended. Why?  ...They’re misused by most organizations."


As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. 

For example, executives buy and implement a tool without first asking,

  • "What problem are we trying to solve?” 

And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.
 

Issue No. 251 of Your Weekly Staff Meeting highlights a new book from Harvard Business Review Press on how to select the right management tool—at the right time. The authors describe 40 tools in detail.
Deb Nystrom, REVELN's insight:

This helpful review highlights the framework that helps good and great performance happen with individuals, teams and in companies:  Choosing the best tools (and I'd add the best processes / change flow) at the right time to deliver right results.  

I bought the book and am reading it with great interest, as it is one of the few newer books that systemically look at  performance infrastructure.


This new book on the performance and talent management front seems to get it right including it's ambitious scope of trendy tools.   I'm reading it now and will share if it does or doesn't deliver.  ~  D

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Harry Cannon's curator insight, July 2, 2013 8:07 AM

Sounds like one to read. Certainly seen tools misunderstood and mis-used.

Deb Nystrom, REVELN's comment, July 2, 2013 4:45 PM
I'm 1/3rd into this book and it is REALLY on target. Great resource. Thanks for the comments from Suchitra and Harry. I so agree with the "not doing may be smarter" based on a solid review of what the needs and problems are.
Deb Nystrom, REVELN's comment, July 29, 2013 3:47 PM
Ok, I've about finished the book. It does contribute in many helpful ways to breaking out of industrial mindsets that hamper creativity, innovation and collaboration sorely needed in organizational thinking today. It is a helpful checklist for assessing blind spots and "keeping up with the joneses" when such "best practices" in corporate measurement and reporting are not necessary and, even worse, a drain on productivity. Highly recommended!
Rescooped by Deb Nystrom, REVELN from The Science and Art of Motivation
Scoop.it!

FINALLY, Scrapping Performance Appraisals for What Motivates!

FINALLY, Scrapping Performance Appraisals for What Motivates! | Talent and Performance Development | Scoop.it
Something big is going on. More and more companies have decided to radically change their performance appraisal process.



...Adobe, Juniper, Kelly Services, and a variety of other companies ...have decided to do away with traditional performance ratings and dramatically change the annual appraisal process.

Excerpts


The new keys to success:


  • Develop a “feedback-rich” culture and set of tools (often online, sometimes formal, often informal) that encourages all employees to give each other feedback. 
    
  • Talk about performance regularly and let employees create their own goals on a regular basis. 
  
  • [Ensure] managers provide ongoing feedback and teach them how to have honest conversations.
   
  • Assume that employees already know something about their own performance, and [help them] them self-assess. ...That starts the dialogue about expectations and the match between their self-assessment and that of the organization.

Related posts by Deb:

Deb Nystrom, REVELN's insight:

It's time for performance management to fade and for positive talent development systems to move forward.  As an example of this, Skillrater.com has arrived on the scene, integrated into social media and positive feedback practices.  More news and scoops to follow.  ~  Deb

more...
Deb Nystrom, REVELN's curator insight, May 6, 2013 11:15 AM

IS this slow moving change finally taking hold?!  From a Chris Lee article on problematic appraisal in the 90's ot Coen's & Jenkins "Abolishing Appraisals" book in 2002, finally the death bell may be ringing.


More than a decade later, there is hope for corporations abandoning this deeply flawed corporate millstone in exchange for a healthier, feedback rich and goal/challenge driven culture.   ~  Deb