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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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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.
    
   

Related posts & tools by Deb:



                
       

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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Scooped by Deb Nystrom, REVELN
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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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