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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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.”

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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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Ditching the Performance Appraisal in Favor of Performance Conversations

Ditching the Performance Appraisal in Favor of Performance Conversations | Talent and Performance Development | Scoop.it

Just 2 percent of human resources professionals reported in a recent Society for Human Resource Management survey that their organizations deserve an A grade in performance management, while 53 percent reported their organizations deserved between a C+ and a B. Twenty-one percent gave their organizations a C.

     

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....More and more companies, including...Adobe...and Microsoft Corp., have opted recently to ditch the traditional performance review process for ...ongoing performance conversations.

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The survey included nearly 400 randomly selected HR professionals in the United States who are SHRM members.

When asked about the challenges keeping their firms from getting a high performance management grade, HR professionals cited:

  • lack of managerial time,
  • insufficient training,
  • higher business priorities,
  • inconsistent evaluation standards and
  • lack of training.


....More and more companies, including technology firms Adobe Systems Inc. and Microsoft Corp., have opted recently to ditch the traditional performance review process for more frequent, ongoing performance conversations.


Related posts by Deb, including my mention of Adobe's work:

     

            

              

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

The bulleted list in this article is the reason that performance management will continue to be a losing proposition.  Instead, switch the focus to performance conversations.  It puts the emphasis where it belongs, less on inspection, more to acknowledgement of what works and support for the work within the system.  ~  D

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

Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals | Talent and Performance Development | Scoop.it

"We often don't sense the invisible chains of entrenched habits until poets, reformers and provocateurs start asking questions."


A century later, any leader today is well served to at least acquaint himself with Deming list to better understand what continues to plague corporate performance today.


Excerpted, four of the seven:

 

The Seven Deadly Diseases of Management


1.   Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.


2.  Emphasis on short-term profits: short-term thinking (just the opposite from constancy of purpose to stay in business), fed by fear of unfriendly takeover, and by push from bankers and owners for dividends.


3.   Evaluation of performance, merit rating, or annual review.


4. Mobility of management; job hopping.

Deb Nystrom, REVELN's insight:

See the full post here to view a fresh new video on the roots of performance appraisal, (3rd century, really!) and clues for what to do about it today:

 Clues for What's Next in "A History Performance Appraisal."


It also features yours truly.  ~  Deb

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The Biggest Career Killer of All Time: The Performance Review

The Biggest Career Killer of All Time: The Performance Review | Talent and Performance Development | Scoop.it

[Here it goes:  Jenny's}  annual performance review.


Do you know where this was happening?


At Starbucks.


Her manager is giving her the results of her year-end performance in a public coffee shop. I know, because I was sitting at the table next to them as an innocent bystander.


What do you think Jenny is thinking right now while her manager is telling her this?


“Adobe ended performance reviews in 2012, after the employer noticed greater employee turnover after the annual reviews. [Their HR exec. said]...the reviews were an outdated process and made people feel like they were labeled.”


Schedule regular check-ins. I go out of my way to get feedback from my manager every two weeks. I put this on my client manager’s calendar as a recurring event.


Related posts by Deb:

    

     

     

    


Deb Nystrom, REVELN's insight:

There's more in the article about getting on your manager's schedule, asking questions.  I think you can go even farther than that, beyond "check-ins" - to act systemically.  Yet it is a significant step in the right direction toward ending what W. Edwards Deming called one of the "7 deadly diseases affecting management."  I've written about how to end, and begin anew.  Is it time for your organization?   Perhaps it's time to have a conversation.  If you'd like, you can contact me here for ways to begin.   ~  Deb

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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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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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