Talent and Performance Development
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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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Choice about Performance Feedback is Powerful! A 2014 Top Product Winner: Skillrater.com

Choice about Performance Feedback is Powerful! A 2014 Top Product Winner: Skillrater.com | Talent and Performance Development | Scoop.it

     

What It Is:   Skillrater.com is a cloud-based performance-feedback tool that incorporates social networking and collaboration. It is designed to encourage employees, leaders, teams and organizations to collaborate and help each other improve over time. After completing any work activity, an employee can request a rating from a supervisor, peer, client or customer.   ….Skillrater's feedback is provided in the form of one-to-five ratings on day-to-day activities. 

    

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Employees are empowered to take control of their own development and advancement...so their good work gets noticed. 

   

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[Technology]:  Skillrater can also plug in to complement any integrated talent-management suite, such as Oracle Talent Cloud or SuccessFactors, or can be used as a stand-alone solution. It can also be used to help determine a return-on-investment in leadership-development programs and tracking talent data for various HR developmental and organizational initiatives.
     

Why We Like It: ...the ability to import LinkedIn profiles into the system were...highly valued by our team of judges... [W]e also liked that Skillrater enables employees to request feedback on their own work.

      

Employees are empowered to take control of their own development and advancement, and your most ambitious employees will want to request ratings often so their good work gets noticed. 

     

......we especially like how the product easily enables raters to include a positive, reinforcing message into a rating before delivering a critique. 

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    Deb Nystrom, REVELN's insight:

    This tool can be used to shift the conversation about performance to ***conversation*** about performance, rather than inspection, monitoring, and all that industrial age stuff that continues to plague performance management systems.

    I talked with Louis Carter today about Skillrater, and learned I was one of the first to comment on this new technology last year.   As of this posting, I'm interested in testing this product in an organization ready to update to more modern, less inspection-oriented performance support, focused on appreciation and encouragement, using ratios such as 5 to 1, positive to critique [disclosure.] 
       
    The 5 to 1 feedback ratio is based on research from the Positive Organizational Scholarship folks including the Univ. of Michigan Ross Business School.  A video describing how Skillrater works is here.   Lou's press release about Skillrater winning the 2014 award is here.
           
    If you'd like to have a conversation about trying out SkillRater with the perspective of a seasoned, Whole System Transformation (WST) and organization development consultant/coach like me, contact me here.  Thanks!   ~  Deb Nystrom, REVELN.com

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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:


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    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.
     

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    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


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    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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