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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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Talent and Performance Development

Talent and Performance Development | Talent and Performance Development | Scoop.it

"Every job is a self-portrait of the person who did it. Autograph your work with excellence."


~ Ted Key 

Deb Nystrom, REVELN's insight:

This quote is usually misattributed, as listed here.  Ted Key, an American cartoonist and writer  (1912-2008) did a series of posters.  This particular illustrated saying achieved popularity.

It is quite appropriate to Talent and Performance Development's curation stream.


The saying has been frequently cited, but Key has rarely been credited. 


Wikipedia: Ted Key 
Ted Key, born Theodore Keyser (August 25, 1912 – May 3, 2008), was an American cartoonist and writer. He is best known as the creator of the cartoon panel Hazel, which was later the basis for a television series of the same name. 

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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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Photo-Blog: What's Happening with HR in Michigan

Photo-Blog:  What's Happening with HR in Michigan | Talent and Performance Development | Scoop.it

This is a link to what's been happening in Michigan with HR events and learning in 2013.   A number of the photos, especially those with the tag MISHRM  (on Flickr photo sharing) are connected to blog posts by topic.




Deb Nystrom, REVELN's insight:

This is a bit of an experiment - an HR photo blog.  Let me know via DebNystrom@Reveln.com if you found it helpful, or via the comments below.  ~  Deb

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No More Criticism, No Advice: Emotions Drive Achievement & Performance ~ Classic

No More Criticism, No Advice:  Emotions Drive Achievement & Performance ~ Classic | Talent and Performance Development | Scoop.it

This classic article "Escape from the Red Zone" has very current ideas.  "Peter Naylor and Claire Crittenden have a revolutionary approach in their Seven Practices listed in this article about confronting the business world's last taboo: emotion."


Excerpts:


People are motivated by either "red" emotions -- anger, fear, greed -- or "green" emotions -- genuine enthusiasm and confidence. Either ...gets results. Yet one set of emotions ...slowly destroys people; the other can actually improve people's quality of life.


__________________________


Flattery, advice, criticism, and motivation rob workers of their freedom and ignore the...emotional current ...between manager and subordinate

__________________________


...All organizations in the contemporary world manipulate emotion, warp it, force it into the red zone...   A few, and only a few, are struggling to get well.


...Their alternative model for organizational life and the politics of emotion has simple ground rules:

  • No flattery. 
  • No advice. 
  • No criticism. 
    

...No telling people how to do their jobs -- outside of a genuine training environment. Never. At all. Period.

        

__________________________

   

Recognize achievement, let the numbers speak for themselves. 
   

__________________________


...Flattery, advice, criticism, and motivation rob workers of their freedom and ignore the essential emotional current that runs through encounters between manager and subordinate," Naylor says.   Nine times out of ten, that emotional current is red: a Molotov cocktail of anger and fear, grounded in feelings of subjugation.


_______________________
 

If you do this over a period of time -- design and validation -- people will be transformed."

_______________________



..."The problem is, people don't want to be responsible. But when you give advice, who now has the responsibility? Anyone here ever heard of empowerment? If you do this over a period of time -- design and validation -- people will be transformed."

    

Excerpts from the seven (7) practices that make it work:

    


1. Don't give advice, explore emotions.   ...ask, "How do you feel about this?" Keep asking it, adding only, "Gee, that's interesting, tell me more." ...Later it's appropriate to return to problem-solving mode -- even if it's only 15 minutes later.

    


2. Don't set goals; design outcomes.   Envision a "product" for every project, something tangible.   ....Clarify...product, the actions, the benefits. Get them down on paper.


     


3: Never criticize, only validate.   Do it on paper, in tangible, solid form. Recognize achievement, let the numbers speak for themselves. 

  


Source:   "Escape from the Red Zone" featuring Peter Naylor and Claire Crittenden by writer David E. Dorsey In Fast Company magazine.


Deb Nystrom, REVELN's insight:

This classic article from the 1997 is worth a second look today.  The connection to brain science is very current.

I also think emotion and beliefs / the spiritual are both the last taboos in business  (belief / the spiritual via an example in  Theory U and Otto Scharmer.)   


I've also posted this piece on my Motivation curation stream.   It's relevant for anyone who has a work relationship with anyone else.

 ~  Deb

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Deb Nystrom, REVELN's curator insight, October 29, 2013 1:20 PM

This is a classic article from the 90's who time has come.  You've probably heard that all buying is emotional?   This article brings it into the heart of organizational, team and personal performance.  It's a revolutionary approach that needs a wider audience.  Hopefully, it will get one.   


I found the article because I had been searching for the "fire hydrants" story for awhile.  I remembered reading it in the 90s.  The trail led me back to find this FastTimes article.  ~  Deb

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Why Should You Care About Business Intelligence? - Innovation, Performance & Decisions

Why Should You Care About Business Intelligence? - Innovation, Performance & Decisions | Talent and Performance Development | Scoop.it

[It's important that business] intelligence (BI) is being used correctly by everyone in the business, including finance, marketing and sales.

  

Small businesses might also run into problems if they choose to rely solely on spreadsheets, problems such as:

   

  • Spending more time and manpower than necessary to maintain and set up spreadsheets
   
  • Not having the proper resources for sufficient feedback and data sharing  (essential to performance development for individuals and teams)
  
  • Having to deal with ...errors in spreadsheets

Before, business intelligence solutions were simply too expensive and intricate for every business to have, but times have changed so that intelligence solutions are now more accessible for businesses of all types and sizes.

Some of the newest innovations for BI solutions include:

   

  • Software that is function specific
  • Broader intelligence solution suites that have been pre-programmed
  • Solutions that are automatically integrated

There are more options than ever for businesses looking to take advantage of intelligence for business solutions.


Read more at http://www.business2community.com/business-intelligence/care-business-intelligence-0661723#lkyOCVPlxdVUJAmP.99



 

Deb Nystrom, REVELN's insight:

Data is a driver of many things, including helping simplify the problems with the human element in performance management, from giving feedback to people to empower achievement, to pinpointing vulnerabilities in running the business.  

Business Intelligence connects with improvement, responsiveness as Data, Purpose, Plan, Evaluate or DPPE, an acronym II've used with teams, groups and in planning.  It is similar to the Shewhart cycle of Plan-Do-Check-Act (PDCAcycle, or PDSA where Check is swapped for Study.


~  Deb

 

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Managing Without Authority

Managing Without Authority | Talent and Performance Development | Scoop.it

You are held accountable for results, but you can’t hold your people accountable. When they don’t meet expectations, you are the one who gets in trouble.


I’ve worked in organizations where this kind of frustration got so bad that managers resorted to fistfights. You could say they used crucial altercations instead of crucial conversations in their desperation to get performance back on track.


As you can imagine, these slugfests had the opposite effect. They stimulated cycles of retaliation and revenge.


...[This] taps  into a leadership concern that is nearly universal. ...As a leader, I’m given a heck of a lot more responsibility and accountability than authority. As a result, leaders are left managing without authority.

Deb Nystrom, REVELN's insight:

Perhaps authority and the role of management itself is changing. This is relevant, the emotion and anger, to the Escape from the Red Zone article Scooped below, referencing  Peter Naylor and Claire Crittenden.   The title starts with "No More Criticism..."  ~  Deb

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Thinking the Unthinkable ~ Metrics does not equal Achievement

Thinking the Unthinkable ~ Metrics does not equal Achievement | Talent and Performance Development | Scoop.it
We're at the place where things start to go crazy. The dramatic acceleration of technical change coupled with the data explosion puts us at a precipice. Everywhere I look, people are scratching their heads.


Excerpts:

HR and its processes are going to be automated in the immediate future. ...the more thoughtful parts of the business will come under the dome of digitization.


__________________

...data visualization tools .....are all averages...[which] hide as much as they disclose. For the state of the art to involve the recounting of averages is a sad commentary on how far behind our profession has fallen.

__________________

The first wave will be data visualization tools that expose the massive inefficiencies in our processes.


Take the “cost to hire” or “time to hire” statistics. To date, they’ve been presented as averages that can be disected to see departmental averages and even job specific averages.


The problem is that they are all averages. Anyone who has been following our growing statistical literacy understands that averages hide as much as they disclose. For the state of the art to involve the recounting of averages is a sad commentary on how far behind our profession has fallen.

 

Deb Nystrom, REVELN's insight:

Metrics and industrial age measurement madness.   As W. Edwards Deming said, "“But he that would run his company on visible figures alone will in time have neither company nor figures”
“Out of the Crisis” 1982 – page 121.  

What will be important is getting good decision data, great metrics, the few, the best, the proud, to those who can best use it.  ~  Deb

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Pay-for-Performance, A trade-off for Trust & Commitment

Pay-for-Performance, A trade-off for Trust & Commitment | Talent and Performance Development | Scoop.it
Paying your employees more for hitting specific targets may backfire, according to HBS professor Michael Beer .


..."I think there is an implicit negotiation going on between what management wants and expects, and what employees want and expect," observed Beer in his talk to HBS faculty. This implicit negotiation is "embedded" in the context of pay-for-performance, but often goes undiscussed and unacknowledged, he suggested. Misunderstandings about goals are the result. Pay-for-performance may also have a natural life cycle that managers are unaware of, he said.


Financial rewards in a fast-changing business environment could undermine a company's ability to build trust and commitment unless management and employees have an honest discussion of their mutual expectations, they added. This is "very difficult to do."


Related posts by Deb:

A History of Performance Appraisals: Letting Go to Power New Culture


Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!

Deb Nystrom, REVELN's insight:

In my experience, pay continues as a satisfier, never a motivator. This HBR working knowledge article classic illustrates the nuances as well as the nusances of attempting to reconcile the hierarchy barriers of expectations in pay-for-performance.  Compensate fairly, motivate systemically & holistically. ~  Deb

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A History of Performance Appraisals, Letting Go - REVELN

"...provides a context for performance appraisals, ratings and reviews as very old ideas compared to organizational leadership pioneers and what's next.  Can we change our behaviorist-rooted habits?"


Performance management, defined in the 1970s, is rooted in scientific management. It is possible to acknowledge history, realize its impact on our business systems, and let go to embrace new strategies.


See the full blog post here:

    

A History of Performance Appraisals: Letting Go to Power New Culture


Related posts also by Deb:

   

     

      

 



Deb Nystrom, REVELN's insight:

This presentation is additional context for my MISHRM 2013 presentation on "From Chaos to Creative: Performance Development in a VUCA World" in Grand Rapids, Michigan, October 8th, 2013 | 2:00 PM – 3:15 PM   ~  Deb

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Factors which make a performance management system successful? PMS indeed.

Factors which make a performance management system successful? PMS indeed. | Talent and Performance Development | Scoop.it
A successful PMS (performance management system) drives the QMS (quality management system) which in turn ensures that the best quality service is delivered to every customer every time.
Deb Nystrom, REVELN's insight:

Yes, that's my title for this ScoopIt, not the author's.  PMS, post menstrual syndrome of the industrial age, indeed.

Sorry, I'm not seeing it here.  This is a cautionary tale post about 90's era PMS (individually based, behavior & competency-based, yada yada) performance management systems - which describe all the pieces and parts, but not the Return On Investment, ROI.  


There are shades of B.F. Skinner reinforcement of dog training in sight (getting people to respond to rewards.)  For more on this, take a look at Alfie Kohn for some shock therapy via "Punished by Rewards" and then the classic, well researched work of Frederick Herzberg on Achievement.

I continue to search for solid evidence that all this structuring focused on top down, directive management (mgr. conducts appraisals) provides great results.  I am not finding it.  


Great, high performing managers seem to be the game changer for PMS (the perf. management system) working.  No surprises there.


Dressing up top down scientific management (F. W. Taylor, industrial age era) as knowledge worker era systemic systems, is a lot of work for limited results, depending, of course, on the manager.  


~  Deb

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How To Deal With A Bullying Boss

How To Deal With A Bullying Boss | Talent and Performance Development | Scoop.it
Are you a victim of workplace bullying? Here's what to do.


Excerpts:

Namie says confronting the boss is “rarely effective and ill-advised.” In early 2012, WBI asked 1,598 individuals who were personally familiar with workplace bullying what strategies they adopted to get their bullying to stop, and whether those actions were effective. Here’s what they said (excerpted):


  • About 38% of bullied employees essentially did nothing. In other words, he or she let time pass, hoping matters would improve on their own. Effectiveness of doing nothing: 3.25%

____________________

“Employers are responsible for all work conditions and the assignment of workers to supervisors..."

____________________
   
  • About 70% of employees directly confronted the perpetrator. Effectiveness of confronting: 3.57%
    
  • About 34% of bullied workers tried to find an attorney to file a lawsuit.    Effectiveness of finding an attorney: 11.2%
   

“Employers are responsible for all work conditions and the assignment of workers to supervisors,” Namie says. “So, employers can stop workplace bullying if they wanted to. 


No laws yet compel action or policies, so all employer actions would be voluntary.” About 68% of executives think workplace bullying is a serious problem—but few organizations (5.5%) are doing anything about it.

 

Related posts by Deb:


     

     

 

Deb Nystrom, REVELN's insight:

This article has great references and on-target strategies on a persistent problem in organizations.  Attention, prevention and intervention are key categories to making a dent in boss bullying.  


Note that, only 5.5% are doing anything about bullying, though almost 70% think it is a problem.  ~  Deb

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Brain Science: A Multitasking Video Game Makes Old Brains Act Younger

Brain Science:  A Multitasking Video Game Makes Old Brains Act Younger | Talent and Performance Development | Scoop.it

by Matt Richtel


"Brain scientists have discovered that swerving around cars while simultaneously picking out road signs in a video game can improve the short-term memory and long-term focus of older adults. Some people as old as 80, the researchers say, begin to show neurological patterns of people in their 20s.

______________________

Some people as old as 80...begin to show neurological patterns of people in their 20s.

______________________

 


"Cognitive scientists say the findings, to be published Thursday in the scientific journal Nature, are a significant development in understanding how to strengthen older brains. That is because the improvements in brain performance did not come just within the game but were shown outside the game in other cognitive tasks.


"Further supporting the findings, the researchers were able to measure and show changes in brain wave activity, suggesting that this research could help understand what neurological mechanisms should and could be tinkered with to improve memory and attention."


Via Jim Lerman
Deb Nystrom, REVELN's insight:

Useful and surprising findings on a good place for multi-tasking.  ~ Deb

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AnnC's curator insight, September 7, 2013 1:31 PM

Playing some videogames may help keep our brains young.

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6 Game Findings: High Performance Teams > Leadership & Decision Making

6 Game Findings: High Performance Teams > Leadership & Decision Making | Talent and Performance Development | Scoop.it

"6 critical differences between top performers and the rest in the areas of leadership and decision-making."


Finding 1: Top Performers avoided the "Presumption of change" trap.

Evidence for Finding 1: Even though the game starts with each team inheriting a business from the previous executive team 95% of the participants showed no curiosity regarding how successful the previous leadership team had been and why!


...almost all new leaders focus on what they need to change but not what they need to preserve.


What to change is only part of the challenge and for whatever reason (ego, identity, peer pressure ...) showing a lack of respect for the previous team's achievements seems to be a good predictor of sub-optimal performance.


Finding 2: Top Performers suspended assumptions, thoroughly reviewed all available instructions/background research and actively sought out any available expert input.
 

Evidence for Finding 2: Senior teams or functional experts generally did worse in the game than expected and junior teams/non-functional experts generally did better than expected.


As people become more experienced and competent they often become more fixed on their "Golden Rules" ("this always works" or "never do this"). [These] can also close people down to a fresh examination of the facts available to them.

In many cases the evidence which was available would have directly challenged these golden rules if it had been properly and objectively evaluated.


Read the full post  for more.


Related posts by Deb:

      


   

Deb Nystrom, REVELN's insight:

This is an insightful list of provocative high performance team insights, different than the usual laundry list of "strong leadership," "stable teams," and, of course, a certain measure of "trust."  ~  D

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Djebar Hammouche's curator insight, September 4, 2013 12:06 PM
6 Findings: High performance team Leadership and Decision Making
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Are Annual Performance Reviews Like the Hotel California? You Can Never Leave?

Are Annual Performance Reviews Like the Hotel California?  You Can Never Leave? | Talent and Performance Development | Scoop.it

[The] diosyncratic seasonal events [for] HR .... the annual performance appraisal:

       

  • They are time-consuming, involve too much paperwork
           
  • HR would even do better to drop them altogether and find a better performance-management tool. 
       
  • ...Management consultancy Hay Group found half of public sector workers and one-third of business leaders describe appraisals as a box-ticking exercise. 
      

A recent US poll of 2,677 people (1,800 employees, 645 HR managers, and 232 CEOs) by San Francisco-based rewards-and-recognition consulting firm Achievers revealed 98% of staff find annual performance reviews unnecessary.

    

  • Among the 2,677 respondents, a quarter were HR professionals.

    

Edward Lawler, professor of business at University of Southern California, reacted by declaring: "Performance appraisals are dead." But he also unveiled research showing 93% of companies use annual appraisals, and only 6% have considered dropping them.

   

As always in our ScoopIt news, click on the photo, video or title to see the full Scooped post.

    

Related posts by Deb:

    

     

        

       

   

     

          

  • Are you local to SE Michigan?  Find out more about horse-guided leadership development sessions (no fee demos) for individuals by contacting Deb, after reviewing her coaching page here.  
Deb Nystrom, REVELN's insight:

The song by the Eagles, regarding our long ties to performance reviews:  "You can check out any time you like, but you can never leave."

In this post, it's useful to read the comments, most of which are about still attempting to tweak performance management systems.


A final commenter suggests:

"...The fundamental false assumption is that performance is due to the people when research and case studies show that it is due almost wholly on the system, i.e. the way the work works.

Replacing appraisals with a different approach frees people to do what they really want, deliver better service, reduce costs and increases morale. What more do you want!"

As for who is actually doing this, I've listed links above to help.   ~  Deb 

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Conquering Fears of Giving Feedback by Karen May of Google

Conquering Fears of Giving Feedback by Karen May of Google | Talent and Performance Development | Scoop.it

It’s simply harder to give difficult feedback than positive feedback or no feedback.  ...It creates tension.  However...70% of the time, it's worth it...


This interview with Karen May, vice president for people development at Google, was conducted and condensed by Adam Bryant.


Excerpt:

    

If you’ve identified something that isn’t going well, then you’re likely to be asked, “How do I fix it?” If you don’t know the answer, you might not want to start the conversation. 


________________
    
People can do something with the feedback probably 70% of the time.

   

________________


As a coach, I was often in the position of giving people feedback they hadn’t heard before, after I interviewed a bunch of people they work with. It was always difficult for me, too.

    

....But I came to find that people are incredibly grateful. If I’m not doing well and I don’t know it or I don’t know why or I can’t put my finger on what’s not working and no one will tell me, I won’t be able to fix it.

   

...if you give me the information, the moment that the information is being transferred is painful, but then I have the opportunity to change it. I’ve come to realize that one of the most valuable things I could do for somebody is tell them exactly what nobody else had told them before.

     

Q. How often does that have a positive outcome?

    

A. People can do something with the feedback probably 70 percent of the time. And for the other 30 percent, they are either not willing to take it in, it doesn’t fit their self-image, they’re too resistant, in denial, or they don’t have the wherewithal to change it.

...the reality is that most change happens in small increments. So if you’re watching to see if someone’s changing, you have to watch for the incremental change. It’s not a straight line


Related posts by Deb:
     

A History of Performance Appraisals: Letting Go to Power New Culture


Selecting a Coach: Connect, Clarify and Commit & 10 Questions to Ask Your Prospective Coach

      

The Pervasive Talent Myths Meet FLOW, Using Your Strengths

   

Deb Nystrom, REVELN's insight:

This is insightful from several perspectives:  that of helping people work through their blind spots, serving as a coach and NOT expecting to "fix it" as the key to the feedback.   There are alternative approaches to consider for feedback as well  (Escape from the Red Zone.)  

Ultimately, high performance and development requires an informed view of how to deal with feedback.   ~  Deb

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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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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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Problems with Certification vs. Skills, Alternatives to be Anti-Fragile

Problems with Certification vs. Skills, Alternatives to be Anti-Fragile | Talent and Performance Development | Scoop.it

"The typical certification program is expensive and outdated."  Would you agree?

      

Tests are expensive to write and administer so they usually are expensive to take. Traditional certifications are not always available in all parts of the world shutting out people who may benefit from them the most.

    

[With Info-Technology - Drupal as an example] ...tests ....frequently cover software that is no longer particularly relevant. And, they are really a test of whether the person studied to pass the test instead of ....how well the person can apply those skills in the real world.

"A strong portfolio and contributions history tell far more than any certification ever could."

If you are hiring for the short term (a consultant or freelancer or a project on a short deadline) then Drupal skill might be a more important factor.

If you are hiring for the long term [performance investment] then other factors weigh more heavily and those are the kinds of factors which can't be measured by most certifications.
 

....certifications can be useful to the hiring decision as part of a complete evaluation.


Related post by Deb:     

Beyond Resilience: Black Swans, Anti-Fragility and Change
Photo by Northern Ireland Executive, Flickr cc
Deb Nystrom, REVELN's insight:

Certification is also an element of fragility in organization system connected to this Drupal certification example and the alternative offered by "Certified to Rock."  It's useful to consider for anti-fragile options.  ~  Deb


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Why Are We Managers So Poor at Feedback? It’s Like Trying to Explain How to Use a Towel to a Fish

Why Are We Managers So Poor at Feedback?  It’s Like Trying to Explain How to Use a Towel to a Fish | Talent and Performance Development | Scoop.it

Is the manager’s most important job to give feedback to employees? ....Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


Excerpts:

"...most managers are so poor at it which means the feedback is infrequent, poorly timed, of poor quality, or all three."

Sibson Consulting reports that HR professionals are frustrated because managers don’t give constructive feedback and 58% of HR professionals give their number one feedback tool, the annual performance review, a C grade or below. 


Study after study point to managers who are poor at giving feedback as the major reason why performance appraisals fail.


...[The] ..four big reasons (barriers) why feedback is poorly done now:


  • …what managers call feedback is not feedback at all. It is criticism. Feedback is data from a process that is used for learning.
    
  • Second, current HR polices require managers to give the feedback. Why not give employees the ability and autonomy to collect their own data? ... Why not provide autonomy and trust to employees instead?
    
  • Third, the work environment most often discourages open and honest feedback. …How can managers give feedback to something they can’t see?
    
  • Fourth, most managers intuitively know….Attempting to provide feedback on the behaviors of employees without studying the entire system (the context) is like trying to explain how to use a towel to a fish.
   
Related posts by Deb:
      
Curing ONE of the Seven Deadly Diseases of Management, Performance Appraisals

       

From Chaos to Creative Performance Development in a VUCA World (One that is Volatile, Uncertain, Chaotic and Ambiguous) - Slideshare

        


photo:  by deepwarren Flickr cc 


Deb Nystrom, REVELN's insight:

This helpful article points to the systemic source of problems in performance appraisals and feedback.  It also implies that data and business intelligence have a bigger role that managers could help happen.  

Getting data in the hands of those who could best use it for, direct, untainted, well-timed feedback relieves managers of a burdensome, low-value task and empowers them to direct data tools to where they can do the most good.  ~  Deb

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Friday Funnies: PMS Performance Management System - Trips & Tricks ~

Friday Funnies:  PMS Performance Management System - Trips & Tricks ~ | Talent and Performance Development | Scoop.it

Here's few "never failed" mantras for all those who in spite of high sincerity, honesty and dedication their work are still unable to climb that corporate ladder.

Aha time for disclaimer, these mantras are purely factual and inferred from the cases I have seen around. They are strictly tried and tested by others.


Excerpts  (DN:  Engage irony skills):

 2. Start socializing with your boss - playing golf with boss pays off...should also have an ability to keep secrets...


4. Please everybody- Nobody cares what good you do ....as it doesn't harm them or question their inefficiencies. You must first work for your boss and his kitchen cabinet and then if there' any scope left- for company. 


Theory of "Vital few and trivial many"- this theory suffers a big blow when in hands of certain boss who looks for every single opportunity to scrutinize and nail you down with destructive criticism. Out of 10 projects given you would have done 8 projects successfully but those 2 projects left will tarnish your ratings.


Deb Nystrom, REVELN's insight:

Dilbert ads, cartoons are included to remind us all what is most problematic in individuial, year-end appraisals.  This post is rich in iron, good for building the heart for doing something different.  ~  Deb

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Is Your Ego Killing Your Workers' Performance? Power & Team Performance Research

Is Your Ego Killing Your Workers' Performance? Power & Team Performance Research | Talent and Performance Development | Scoop.it

Though strong leadership has long been thought to be the key to an organization's success, new research suggests otherwise via a new study by researchers at the University of Michigan, Harvard and Duke


Excerpts:
 

"By doing most of the talking, powerful formal leaders conveyed a sense that they were not open to others' input, and this dynamic produced a lower level of team performance, as measured by the team's ability to reach their goals in the simulation," the authors wrote.


In another experiment, participants were divided into four-person teams and were asked to carry out an exercise in which reaching the right decision on a personnel issue depended on each group's ability to share information.

Half of the designated team leaders were prepared before the experiment with the power questions, and half were not. Additionally, half the leaders were reminded that all team members had the potential to contribute to the team's success.
 

The researchers found that not one of the teams with the "powerful" leaders who had not been reminded about team contributions reached the right decision, compared with more than half of the other teams.
 

"Feelings of power produce a tendency to devalue the perspectives, opinions and contributions of others," the authors wrote. "When leaders were reminded that all team members had the potential to contribute to the team's success, these effects did not emerge."


Related posts and research findings via Deb:

    
     

   

Deb Nystrom, REVELN's insight:

Power easily disrupts team performance..  This research helps clarify the ongoing reminders of affects of hierarchy in corporate environments  ~ Deb

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Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!

Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It! | Talent and Performance Development | Scoop.it

Looking for high performance in your organization?  Then take a good look at teams vs. groups.  Research findings about how work teams appear to be gaining in strength, and the communication patterns that help it happen.

Deb Nystrom, REVELN's insight:

This is my own new blog posts on high performance team research.  It includes a handout on the differences between teams and groups or psuedo-teams, as well as research from several sources that help define what makes a real team as well as a high performance or "dream" team.  ~  Deb 

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A New Approach - Changing the Annual Performance Review

A New Approach - Changing the Annual Performance Review | Talent and Performance Development | Scoop.it

Tired of the traditional annual performance review? Try this fresh approach focusing on delivering goals and great conversations." 


Excerpted key conversation points:

 

  1. The 3-5 Core Deliverables of the Role—...the bigger impact areas that the role makes on the department or business. For smaller companies...revenues, costs, customer satisfaction, or operational performance.
  2. The 3-5 Biggest Achievements—what ...made a difference, measurable.
  3. The 3-5 Personal Characteristics You Most Appreciate— elements of how someone performs that makes their work better...sense of humor, efficiency, cost-consciousness, loyalty, and directness are all examples of characteristics I have used in assessing this category.
  4. The 3-5 Goals for the the Company or Department—...a chance to discuss contributions that the person can make....support [or] direct role...connect the dots.
  5. The 3-5 Biggest Challenges Anticipated for the Next Period—Great brainstorming discussions....a great strategy and planning opportunity.


...You can conduct this conversation after an assignment, prior to a promotion or change in role, or even quarterly. However you decide to use it, I suggest you write it out first, then discuss it with your team members.


Deb Nystrom, REVELN's insight:

The disclaimer with this post shows the integrated nature of traditional appraisal systems:   "Some organizations are very particular about their review system, particularly when it is linked to compensation. ...HR ...may be reluctant to try a new ...process. ....discussion with them beforehand about which process works best for your business."


In my own experience with many different departmental review systems, I noticed the most interest, engagement and utility of a performance review came when compensation was delinked or reduced to a "soft" - dotted line - link.   ~  Deb

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3 Success Factors for High Performance Teams, and What Gets In the Way

3 Success Factors for High Performance Teams, and What Gets In the Way | Talent and Performance Development | Scoop.it

Leadership today has evolved greatly.  Our systems for supporting high performance and leadership in teams and in entire organizations has not kept up with the times."


See the article, SlideShare and videos here.

Excerpts:

At a recent workshop with JVS in Southfield Michigan, I shared some of the research and practical organization experience I’ve collected on high performance teams.
 


As we hear of findings and new development from “big data” AND “small data” (highly personalized, tracked), it is also good to explore how access to performance data can inform leadership at all levels and encourage team achievement and speed, especially when old practices that slow and interfere with performance are removed.


Also keep in mind the differences between true teams vs. psuedo-teams  and groups.  Many project and task groups are assembled as teams to accomplish a charge or purpose.    Sometimes these groups or teams: 

  • produce an innovation or breakthrough success for their organizations,
  • are formed based on a favorite interest or pet project idea of an executive that, in hindsight, provides limited value to their organization.    
    
Deb Nystrom, REVELN's insight:

Besides research, this article includes my  interview findings of what stops performance dead in its tracks, including fresh insights from an interview of a millennial, a 25 year old, describing her work experience after graduating from college in 2010.    ~  Deb

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Deb Nystrom, REVELN's curator insight, September 10, 2013 8:39 PM

This is one of my own posts featuring research on emotional space in high performance teams as well as the positivity / negativity ratios in such teams.   What do you think?  ~  Deb

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3 Success Factors that Define High Performance Teams

"The findings on success factors for what rates highly in high performance teams may surprise you. It's not the usual leadership - trust - stable team mix."

Deb Nystrom, REVELN's insight:

This is the SlideShare of my recent JVS presentation on SlideShare. A full blog post article is coming with video, audio and a teams vs. psuedo-teams / groups handout.
 

Featured: High Performance Team Research Themes & Titles: Giver, Matcher, Taker Culture (McKinsey and Adam Grant), Positive/Negative ratio (what to start doing, stop doing suggested) Losada's and Fredrickson's research on team performance, positive organizational scholarship and emotional flourishing.  - Deb

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