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. 

As always in REVELN ScoopIt news, click on the photo to see the full post.


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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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    Never Say Never? Ratings & Frequency Scales for Performance Feedback

    Never Say Never?  Ratings & Frequency Scales for Performance Feedback | Talent and Performance Development | Scoop.it

    Take a second look at the validity of ratings, especially frequency scales for Performance including multi-rater feedback.


    Excerpts:


    [There are] …challenges of creating reliable/valid measurement when …relying on input …from observers of his/her behavior….[specifically] the rating scale that is being used.  


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    “Always”....doesn’t mean they do it well.   …conversely...Rarely or Never doesn’t mean they are bad at it.

        

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    …the rating scale’s effectiveness is likely to be directly affected by the quality of rater training….often neglected beyond …basic …written instructions. 

         

    In [David Bracker's] webinar, [he] shared a list of a dozen or so various rating scales that I have encountered over the years, all in a 5 point format.  

         

    …The 3D Groups recent benchmark study of over 200 organizations that use 360 feedback that, by far, the 5 point scale and the Likert Agree/Disagree format are used more often than any other scale type.  

        

    …this practice is a form of laziness in 360 designers who haven’t reflected long or hard enough to consider scales that work better when the target is a specific person and not some nebulous entity like an organization [as with an] engagement survey.

        

    ….frequency scales (typically 5 point scales…ranging from Never to Always)…continue to be widely used…[and are] conceptually flawed. People can’t do everything “Always” (or even Almost Always…)  …because they do something “always” doesn’t mean they do it well.   …conversely, because they do it Rarely or Never doesn’t mean they are bad at it. 


    ______________________  

        

    Frequency scales are used far too frequently.  They should be used Never.

        

    ______________________

        


    ...frequency scales severely penalize supervisors who do some things infrequently but are otherwise perceived to be effective.

         

    …Research by Kaiser and Kaplan (2006) (that you can access here:http://kaplandevries.com/thought-leadership/list/C44)...demonstrate that frequency scales are, by far, less satisfactory when compared to Evaluative and “Do More/Do Less” scales.


    Frequency scales are used far too frequently.  They should be used Never.

    Deb Nystrom, REVELN's insight:

    David Bracker's post helps clarify a number of issues with performance ratings.
     

    I’ve found in certain settings, a simple scale with description: Do more of, Stay the Same, Do Less of” with perhaps three to five items takes a group further, especially in “tender” groups, those who may have limited trust and openness. In such groups, making the “do less of” voluntary, helps to some degree, particularly if it is seen as an honest option, with no pressure to participate in “improvement” feedback.    ~  D

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    Performance Review, the Fast Way!

    Performance Review, the Fast Way! | Talent and Performance Development | Scoop.it

    Humor.  This about sums up many traditional performance appraisal practices by some managers eager to be done with the task.

    Deb Nystrom, REVELN's insight:

    No curation comment needed here.  ~  D

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    Adobe’s New Approach to Abolishing the Yearly Performance Appraisal: The Details

    Adobe’s New Approach to Abolishing the Yearly Performance Appraisal: The Details | Talent and Performance Development | Scoop.it

    Adobe is blazing a trail.  Rosemary Arriada-Keiper, Head of Rewards at Adobe reviews several of the compensation details of their new program.


    1)  Has Adobe completely done away with performance appraisals (evaluating past performance)?

    Rosemary: Yes, we no longer have performance appraisals.  While we still believe we need to evaluate performance, we believe this should be done on an on-going basis through regular feedback provided during “check-ins”.  These are on-going discussions between employees and managers about goals, status against them, what is working, what is not, whether goals need to be modified or reprioritized given the environment, etc.   ...These “check-ins” are not written. ...We encourage at a minimum that "check-ins" happen quarterly but we typically see monthly in practice.


    2) Has Adobe completely stopped giving performance ratings?
     

    Rosemary:  Correct, we no longer provide a rating.  ... because of  “check-ins” both managers and employees should have a very good sense of performance by the time managers need to make compensation recommendations.

    4)   You mention there are rewards for key talent.  How are key/high performers selected...? 


    Rosemary:  We have a separate process for that whereby discussions about key talent happen with leadership in the respective organizations.  We do identify who they are and they are “tagged” in the system as Key Talent (yes/no) but no rating per se. 

    Key talent receives stock although occasionally they get cash.  Both managers and individual contributors are eligible.  The total pool is no more than 2% of the employee population.
     

    5)  What has been the response from both managers and employees about this change in program?

     

    Rosemary: Very positive. There’s lots of relief around not having to write annual performance reviews and label employees a certain way.  That said, the conversations managers have with their employee has had to shift from “these are the guidelines given to me by HR [to} push[ing}  managers to own their decisions and be able to articulate them (and defend if challenged). 


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    Deb Nystrom, REVELN's insight:

    Adobe made a huge jump away from their reviled stack ranking system, a move that even raised their stock prices.  

    These are four (4) highlights from a longer article by Compensation Café shows how the revamped review, now called "check-in" without documentation, and the compensation system is now handled at Adobe.   Gone are the rankings, the yearly appraisal and ratings.

    According to the head of "Rewards" at Adobe, it's been received quite positively.   It's certainly a step in the right direction.  It isn't really all that new.  The APOP or "Annual Piece of Paper" process described by an article in Fast Company in 1998 is very similar.  Here's the link.   I'll have more to say about it in my next blog post on REVELN.com.

    ~  Deb

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    Creativity and Innovation IRONY: Sample Performance Review Phrases

    Creativity and Innovation IRONY: Sample Performance Review Phrases | Talent and Performance Development | Scoop.it

    From Deb -  copy and paste your creativity and innovation performance review phrases here:

    • Emma’s ability to change direction when required is an asset to the team.
    • Tom is an innovator at heart – his skill at inspiring new ideas is an asset to our team.
          
    Deb Nystrom, REVELN's insight:
    Consider:
    • Creativity,
    • Innovation,
    • Performance Reviews.  


    One of these is not like the others.

    Is this the best we can do, capturing stock phrases from a book to get us through the performance review ritual?   There is research on the Innnovation & Institutions curation stream that creativity, displayed to your co-workers, actually makes people squirm.

    The photo with this excerpt is ironic because, if you read most of what I Scoop or post on this stream, you'll see that creativity and innovation does not lend itself to be captured by an industrial age vintage practice that pretends to be effective at facilitating performance management.


    Major issues:
         

    The numbers are dismal for the practice, though we keep trying to fix it (companion ScoopIt on this curation stream).

        
    Managers need continuous training deal with wide variation in their feedback and appraisal practices in order to attempt to create consistency in ratings.  
        

    Staff largely dread the practice, although they hope for good data and feedback to help them succeed in their work.

        

    Overall, the return on investment for this embedded organizational practice is low, to the point that the end of performance reviews is predicted by one of the people who first coined the term, Aubrey Daniels.


    Slideshare here:

    From Chaos to Creative Performance Development in a VUCA World (Ending Performance Appraisals)

       

    ~  Deb

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