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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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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.

     

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

___________________
      
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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Top Challenges Facing Organizations over the Next Decade - SHRM perspective

Top Challenges Facing Organizations over the Next Decade - SHRM perspective | Talent and Performance Development | Scoop.it

Is there REALLY a talent shortage?

Yes...a very controversial topic...some say we do, others wonder how we could have a shortage with such high unemployment.

....About the same number of qualified candidates apply for the job... mixed in with 20 applications or 200 applications....with only 1 or 2 of them fully qualifying.


Top trends?

According to the SHRM survey. With 483 HR executives reporting, here are what they say (just a few of the results)...


________________________

...to the employee, the supervisor IS the organization...

________________________


1.  Retaining and rewarding the best employees
... they show up, very excited to begin their new endeavor, disappointed to find that the pay raises are inadequate, employee morale is low, gossip is high, integrity is questionable, workload is greater than expected, and overall a work environment that is not employee-friendly.

... It may not be an organizational issue...it may be isolated to the supervisor. ...to the employee, the supervisor IS the organization...and if that is what they experience, that is what they will use as the basis to find new employment and to tell other people about their experience with your organization.

2.  Developing the next generation of corporate leaders
...We often wait to train employees until they are in the management position...which sets us behind as the new employees typically don't have the tools they need to be successful from the start.


....By providing a development plan a couple years out, we can train up and coming managers the right way. ...more than simply creating a succession matrix... identify individuals who can fill those future roles.

3.  Creating a corporate culture that attracts the best employees to the organization


4.  Remaining competitive in the talent marketplace



___________________

....it is EASIER to develop current talent than to find new talent. 

___________________



5.  Finding employees with the increasingly specialized skills we need
...a steady decline in STEM students (science, technology, engineering, mathematics) and STEM related positions. We are also lacking in other skills that typically set us apart in the United States...such as problem solving, leadership, decision making, competitiveness, etc.


....it is EASIER to develop current talent than to find new talent. This goes back to ...finding the core talent that already exists in the organization and developing it further for additional roles. 

Deb Nystrom, REVELN's insight:

Is it about coming in with the skills needed (the talent shortage?) our about hiring for capability and capacity?  

It's good to see what SHRM provides from trend surveying and put it in perspective with other data, including hiring, succession management (not just a matrix), motivation science (not as evident here), pay and culture.  ~  D

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2013 Performance Appraisal Report Card, #Infographic

2013 Performance Appraisal Report Card, #Infographic | Talent and Performance Development | Scoop.it

A "Performance Evaluation Report Card" inforgraphic showing the overall ratings participants gave their organizations, as well as the 3 worst mistakes evaluators make when conducting performance appraisals.


Infographic: 2013 employee performance appraisal practices - Human resources News on Performance Appraisal


Deb Nystrom, REVELN's insight:

It's good to see some light at the end of the tunnel regarding pay practices linked to appraisal.  However, we've got a long way to go to move beyond old-school appraisal practices, based on the way the these survey questions were constructed and answered..  ~  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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