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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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Ditching performance reviews for annual conversations that really work

Ditching performance reviews for annual conversations that really work | Talent and Performance Development | Scoop.it

Reimagining performance in organizations results in astounding leaps in focus, growth and productivity.  "There are alternatives, and it might be easier than you think."  This scoop summarizes how it works, from HopeLab. 

   

Excerpted:

     
"Like Adobe, we have also dismantled the traditional performance review and replaced it with ...the Annual Conversation... It's intended to inspire ...generative conversation about performance ...at a deeper level than might occur in regular supervision meetings throughout the year, " says Chris Marcell Murchison, Vice President Staff Development & Culture at HopeLab

 

________________
   
As a result, some staff, including managers, make astounding leaps in focus, growth and productivity.”

________________
   
   
  

Results   “Our staff look forward to their Annual Conversations and the impact on our culture has been profound. Employees report that they feel seen, heard, appreciated, and supported. As a result, some staff, including managers, make astounding leaps in focus, growth and productivity.”

    

How it works:

   

Questions We've created questions to help guide Annual Conversations. …We crowdsource questions from the entire organization and employees can add any questions they like to the basic list.


Examples include, 

"What are you working on when you feel the most purposeful? 

Why is this activity meaningful to you?" 

"What would you attempt to do in the next year if you knew you could not fail? 

    

Location Employees choose a location for the meeting.

    

Time …Typically most last anywhere from two to four hours.  …The manager and employee to decide what works best for them.

    

Non-evaluation The Annual Conversation is not an evaluation of past performance; it's a chance to reflect [and] understand… what's working and what's not, with an eye to setting future goals and enhancing growth and performance. There are no lgrades or performance rankings of any sort.

    

Merit …The Annual Conversation is not coupled to merit or incentive pay. These decisions are made separately and communicated outside the framework of the Annual Conversation.

    

Manager. There is nothing for her to prepare. [Her role is to] focus her attention on her direct report, listen, and ask questions to help deepen reflection.  

As for all Scoops, click on the photo or title to see the full article.

Related change & performance posts by Deb:

            

      

    

    
  • Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals

             

  • 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.

 

Deb Nystrom, REVELN's insight:

I'm hopeful in 2015 that more organizations will be able to make the commitment to a multiyear process of letting go of industrial age (inspection oriented, 20th century) performance practices to give practices like the Annual Conversation a try.  It's possible to jump even further away from a manager, individual employee model.  Find out more here.   ~  Deb

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Scooped by Deb Nystrom, REVELN
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Research team systemic learning

"...one early response chastised us for being 'too ambitious'...Why is it that corporate entities can have ambitious plans but researchers are expected to think in isolated minutiae? "


Excerpted from the blog post:


Why not start with an open system rather than adding openness on as an afterthought once systems are already established?


To address the need for openness of platforms, algorithms and ensure that the learning process remains a key focus, a group of us have proposed the development of an open learning analytics architecture/platform.


We’ve posted our (beta) vision online: Open Learning Analytics: an integrated & modularized platform (.pdf). 


We are interested in hearing from, and partnering with, others – researchers, educators, universities, schools, startups, and corporate partners (learning and development departments).


We have submitted several grant applications and have a few more that will be submitted in the next six months (one early response chastised us for being “too ambitious”. I solidly reject that assertion. Why is it that corporate entities can have ambitious plans but researchers are expected to think in isolated minutiae?


Researchers need to think in systems and platforms in order to have an impact).

 

Source:  Envisioning a system-wide learning analytics platform ~ George Siemens December 8, 2011 Shanghai, China


Related posts from Deb:



Deb Nystrom, REVELN's insight:

Leadership research by the famed Warren Bennis established that many "Great Groups" in history are staffed by younger people who tend to be more innovative and less constrained criticism of what can't be done.  

This  Open Learning wiki and this SlideShare seem to "solidly reject" such constraints.   


Kudos to them and us for reading about and paying attention to these Agile Learning concepts and working to make an impact in data-driven learning - making it real.  ~  Deb 

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Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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Innovation vs. Measurement & Systems: Leadership Is Always The Key

Innovation vs. Measurement & Systems:  Leadership Is Always The Key | Talent and Performance Development | Scoop.it

"Think of “win-lose” structures in incentives.  If you can only win if someone else loses, what are the odds of your developing a working relationship grounded in trust?"

Trust:

Strong leadership can recognize “win-lose” structures or norms and work to eliminate them.  It seems obvious that leadership drives trust, not systems.


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Without ...systems ...built to allow for ...individual and group failure, risk will always be a negative organizational value. 


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DIVERSITY:      . . . of people, points of view, ideas, ethics, and beliefs.  Diversity is what drives and powers iteration, constant challenge, testing, playing, and randomness. Strong leadership will drive (or diminish) diversity much more profoundly than will the most deeply embedded systems.  


RISK:     Risk tolerance and the attractiveness of rapid iteration are the hallmarks of innovative organizations.  Without operational systems that are built to allow for and to contextualize individual and group failure, risk will always be a negative organizational value.


...Should you be thinking a little more about how you encourage and foster strong leadership, and a little less about your systems of measurement and evaluation.?  You might be surprised by where this reflection will take you.

Deb Nystrom, REVELN's insight:

This is also shared here via Performance and Talent Development because of the theme of leadership above performance systems, and leadership to build an innovation, adaptive culture that trumps traditional measurement practices. ~  D

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Deb Nystrom, REVELN's curator insight, July 5, 2013 8:20 PM

The venture capitalist who wrote this post has a view I share on putting measurement and evaluation within the right context, including a certain tolerance for enough risk-taking to help organizations be adaptive and "anti-fragile." ~  Deb

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Hire & Fire is Different at Holacracy®-Powered Companies

Hire & Fire is Different at Holacracy®-Powered Companies | Talent and Performance Development | Scoop.it
In a typical top-down management structure, the power to hire and fire employees is generally in the hands of managers.


With the decentralization of authority, the separation of people and role, and the dynamic evolution of those roles, [its] more like free agents going about their work with no central planning.  This then begs the question: who can decide how and when to hire or fire?


Holacracy doesn’t answer that question; it simply gives you a framework and processes for your company to figure it out. 


Brian Robertson — designed a 3-Tier Partnership App to answer a different question: “How can we account for the difference between partners deeply committed to the organization, and those for whom the commitment is lesser and more temporary?”


  • It separates “partnership commitment” from financial compensation.
    
  • It defines three tiers of partners: Standard Partner, Tenured Partner, and Core Partner. Each tier requires a higher level of commitment to the organization, and in return offers a higher level of commitment from the organization.
     
  • It was designed for a relatively small organization.
    
   

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Deb Nystrom, REVELN's insight:

Social media is an artifact of a new age, choice driven, commitment oriented.  Holacracy is at the cutting edge of how this looks in adaptive organizations that thrive on flatter, open structures.   It's an open question:  Will it scale?


Comparing and contrasting holacracy used at a biggger company, Zappos, is on my companion Change Leadership Watch ScoopIt here entitled:


Zappos is going Holacratic: No Job Titles, No Managers, No Hierarchy

~  Deb 

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Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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Pay For Performance: Innovation Killer?

Pay For Performance:  Innovation Killer? | Talent and Performance Development | Scoop.it
Talent Management magazine, The Business of Talent Management


Pay for performance is effective for employees in operational roles, such as a painter painting houses or a salesman hitting quotas. But when it comes to employees responsible for finding creative solutions to problems, the model is ineffective, said Gustavo Manso, co-author of a 2012 study published in the July issue of Management Science.


...a straight pay-for-performance model does not have a tolerance for early failure, a component essential to innovation, said Manso, an associate professor of finance at the University of California at Berkeley.


Innovation is a “trial and error process,” Manso said. “You have to try things that you don’t know if they’re going to work.”


Deb Nystrom, REVELN's insight:

I scooped this originally to "Innovations & Institutions:  Will it Blend?" and am sharing it here due to the Pay and Performance theme. ~  Deb

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Deb Nystrom, REVELN's curator insight, July 25, 2013 1:08 PM

There are also cultural components to tolerance for failure.  


Also, performance and pay are linked in many, though not all performance systems.  It is how they are linked, (soft link, dotted line, one factor among others, or direct links / primary factor) that sends a message that affects extrinsic and instrinsic  (Alfie Kohn, cited), and churn (stay or go) in organizations. ~  D

Rescooped by Deb Nystrom, REVELN from Innovation & Institutions, Will it Blend?
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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 



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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."