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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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Stretch Goals, Pay for Performance Boondoggles: Why Goal Setting Doesn't Work

Stretch Goals, Pay for Performance Boondoggles:  Why Goal Setting Doesn't Work | Talent and Performance Development | Scoop.it

"Goal setting doesn't work."  There are times it can be helpful, but as a performance tool, reconsider.


Goal behavior:

  • 34% of Americans are overweight and a further 34% are obese.... Despite the proliferation of weight loss programs that usually focus on weight-loss goals. ...the problem may be inherent in the validity of goal setting.

  • Recent neuroscience research shows the brain works in a protective way, resistant to change. Therefore, any goals that require substantial behavioral change or thinking-pattern change will automatically be resisted. ...When fear of failure creeps into the mind of the goal setter it commences a de-motivator with a desire to return to known, comfortable behavior and thought patterns."
     
  • Aubrey Daniels, author of, Oops! 13 Management Practices That Waste Time and Money, ...cites a study that shows when individuals repeatedly fail to reach stretch goals their performance declines. Another study showed 10% of employees actually achieved stretch goals. 
     

The authors of Goals Gone Wild, [identify] negative side effects associated with goal setting: "An overly narrow focus that neglects non-goal areas; a rise in unethical behavior; distorted risk preferences; corrosion of organizational culture; and reduced intrinsic motivation."


Related posts & tools by Deb:



Deb Nystrom, REVELN's insight:

Well, if "distorted risk preferences; corrosion of organizational culture; and reduced intrinsic motivation" isn't enough to question goal-setting practices of yore, then perhaps the status quo is a bit too comfortable to challege this performance myth.  


~  Deb

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Scooped by Deb Nystrom, REVELN
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Kohn, Herzberg and Pay: Challenging Behaviorist Dogma

Kohn, Herzberg and Pay:  Challenging Behaviorist Dogma | Talent and Performance Development | Scoop.it

Alfie Kohn's contribution to performance management, Pay-for-Performance and performance based organizations is well said in this short paragraph featuring the classic work of Frederick Herzberg, author of, The Motivation to Work.


Excerpt:


_________________________

The jazziest, most expensive and elaborate comp system ever devised can never do anything other than ...take you only to the baseline, the zero point.
 

_________________________


Frederick Herzberg's career was devoted to proving the following revolutionary principle: just because paying people inadequately can be demotivating doesn't imply that paying people better (or more skillfully) will be motivating.


The jazziest, most expensive and elaborate comp system ever devised can never do anything other than prevent some problems.


It can take you only to the baseline, the zero point. And if you become preoccupied with the topic, it can distract you from attending to what can move an organization forward -- projects such as meeting people's needs for autonomy, relatedness, and competence

From:  articles by alfie kohn


Photo:  by 401(K) 2013 Flickr


Related articles by Deb:

    


 

Deb Nystrom, REVELN's insight:

I have been convinced about Kohn's approach through my experience of seeing what makes the difference in large, complex organizations.  

Setting the "stars" or "community" question aside, based on hire-fire values, what really creates motivation is never, ever, ever going to be first about the pay for most people in the long view.  


Unless you happen to not mind, or prefer turnover and churn in the ranks, this point of view is worth a serious look in research as well as performance and talent development decision making.  ~  D

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Rescooped by Deb Nystrom, REVELN from The Science and Art of Motivation
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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

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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

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Three Reasons Performance Management will Change in 2014 & Beyond

Three Reasons Performance Management will Change in 2014 & Beyond | Talent and Performance Development | Scoop.it

Key Change for High Performance? => An agile, social and mobile work environment."


Excerpted:

Activity lists are being replaced by composite dashboards, lengthy reports by simple performance heat maps – yes, pictures, literally replacing thousands of words.


____________________________

A shift in focus from process to outcomes. Burn the forms.

____________________________


Key Change for High Performance?


A shift in focus from process to outcomes. Burn the forms. With technology finally up to the task of producing meaningful information, managers can turn their attention to driving performance outcomes rather than being bogged down in laborious processes.


Excerpted:

  • You will set dynamic goals and adjust them in response to change;
   
  • your manager will provide just-in-time coaching wherever you are;
   
  • skills and knowledge you need will be recommended and streamed to you;
   
  • your performance journal will continuously capture and cluster feedback, ideas and suggestions from your peers and customers;
   
  • your formal annual performance review will be permanently deleted from your calendar…and
    
  • you will finally be in a position to manage your own career.

 

As always in our ScoopIt news, click on the photo, video or title to see the full version of the Scooped post.

    

Related posts by Deb:

    

   
     

 

  • Stay in touch with the monthly Best of the Best news, taken from Deb's  9 multi-gold award winning curation streams.  Preview it here, via REVELN Tools.

        

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  


Deb Nystrom, REVELN's insight:

Refresher:  There's hope that the old management activities of the past, tied to Taylor's industrial age, are finally waning, aiding letting go of the annual performance appraisal aided by useful tech tools like "heat maps."  ~  D

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Scooped by Deb Nystrom, REVELN
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S.M.A.R.T. Goals in Social Media or for Anything

S.M.A.R.T. Goals in Social Media or for Anything | Talent and Performance Development | Scoop.it

Short examples illustrate how you can use S.M.A.R.T. goals to improve your social media strategy [and to write better goals for anything.]

Specific
I want my fans to engage more
I want to increase my Page's People Talking About This number

"Engage more" is a nebulous, relative phrase. It could mean more people liking posts, an increase in comments, or any number of "engagement" measures. Instead, specify what metrics you will be using to measure your goals.


NOTE: New Facebook Insights allow us to drill down further and identify even more specific engagement metrics.

Measurable
I want my fans to engage more
I want to increase People Talking About This by 30%  

Set a specific, measurable number. Making your goals measurable will help you know whether or not they have been achieved.
 

- See more at: http://socialmediaclub.org/blogs/from-the-clubhouse/smart-goals-social-media#sthash.JZuLeRGm.dpuf

Deb Nystrom, REVELN's insight:

Here's a great way to get specific with measurement in social media progress, as well as understanding how to set specific goals.  


Also, goal setting can also be a limitation if used to rigidly.   As long as it is used as a tool and adjusted for progress toward a clear purpose, SMART makes semse.  ~  Deb

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Deb Nystrom, REVELN's curator insight, July 12, 2013 2:06 PM

How to avoid those nebulous, relative phrases in goal setting - specific to Social Media.  This is re-Scooped from my companion Talent and Performance Development curation stream.  ~  Deb