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

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Entrenched habits tend to persist, invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They also challenge us to reexamine long-standing practices that no ...

Entrenched habits tend to persist, invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They also challenge us to reexamine long-standing practices that no longer fit our current world and what's on the horizon.

See the full post on: REVELN.com/blog/ and find more info on REVELN.com/Tools/

It’s been over a decade since Michigan based authors Coens & Jenkins published, Abolishing Performance Appraisals. Their suggestions were built upon W. Edwards Deming’s systems of thinking and acting to achieve high performance.

Even with research, and many books and articles suggesting alternatives, flawed appraisals show up in court regularly with rulings usually favoring employees.

Management receives limited benefit from the practice, although in some situations, the managerial, accountability aspects of appraisal make sense. In reality, the return on the time invested has been poor, so much so that large corporation are starting to end the practice, similar to the reduction of using forced performance rankings of employees.

Management has been challenged to overcome drawbacks that include:

Bias, difficult to remove, even with constant training – manager personalities and life histories have impact,
Inconsistent application in organizations (managers apply practices differently),
Reductionist rating systems that do not overcome rater error,
Improper alignment to company goals and priorities, and stated values,
Poor return on the investment (ROI) of time and money.
Deb’s session covered how to unleash gifts using systemic perspective with HR to helpfully challenge organizations and staff to nourish commitment and to put the emphasis on performance where it can do the most good

See the photos proceedings from the session here: http://www.flickr.com/photos/stella12/10163557426/in/set-72157636341376436/

More available via SlideShare enhanced blog posts here: http://reveln.com/blog/

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

  • 1. Deb Nystrom, REVELN.com MI-SHRM ~ Tues., October 8, 2013 2:00 to 3:15 p.m. Deb Nystrom REVELN.com
  • 2. “The Imperial Rater of Nine Grade seldom rates men according to their merits, but always according to his likes and dislikes.” Deb Nystrom, REVELN.com
  • 3. Selections from am Infographic by WorkSimple.com 3
  • 4. “I predict that by the end of this decade, the performance appraisal system as we know it will no longer exist. Beat the competition to the punch. Change yours now.” ~ Aubrey Daniels 4
  • 5.  Social and Global Business  Independent Workers  Big Data and Analytics  Mobile Technology “Black Swan” events – Nassim Taleb 5Photo by by Tamsin Slater, Flickr-cc
  • 6. Opportunities for Action 6
  • 7. 77S Model, McKinsey: Tom Peters, Bob Waterman, Tony Athos, Richard Pascale
  • 8. • Stable team • Right number of people • Clear vision • Well-defined roles and responsibilities • Appropriate rewards • Recognition and resources • Strong leadership Photo: by Wade Brooks, Flickr cc 8
  • 9. The SINGLE strongest predictor of group effectiveness Giving Culture 9
  • 10. 10 Insourcing & Teams No HR Department
  • 11. 11
  • 12. 1) Ending – Ineffective practices with low ROI 2) Meaningful Performance Data 3) Access to Data at all Levels 4) Supporting High Performance Teams 5) Joining Agile Learning Communities 6) Understanding a New Kind of Loyalty 7) Lead Change Through Complexity 12
  • 13. Photo by billso FLickr cc 13
  • 14. 14
  • 15. 2) Meaningful Performance Data Photo by Daniel Oines dno1967b Flickr-ccc 15
  • 16. 3) Access to Data at all Levels Photo by vitualis, Flickr cc 16
  • 17. Photo by Ekaterina Sotova, Flickr cc Vision, Understanding, Clarity and Agility 17
  • 18. 18Photo by USFWS Mountain Prairie, Flickr cc
  • 19. “Though bitter, good medicine cures illness. Though it may hurt, loyal criticism will have beneficial effects.” ~ Sima Qian, Historian Han Dynasty, 135 BC – 86 BC 19
  • 20. 207S Model, McKinsey Industrial Age Industrial Age
  • 21. 1) Ending – Ineffective practices with low ROI 2) Meaningful Performance Data 3) Access to Data at all Levels 4) Supporting High Performance Teams 5) Joining Agile Learning Communities 6) Understanding a New Kind of Loyalty 7) Lead Change Through Complexity 21
  • 22. 22 H. H. Owen’s assumptions:  If the boss orders it, not much will get done.  The best way to get something done is to give it to those who have a passion for it. Photo by nerissa's ring, Flickr.com ccc
  • 23. Principles: 1. Whoever comes are the right people. 2. Whatever happens is the only thing that could have. 3. Whenever it starts is the right time. 4. When it’s over, it’s over. 23
  • 24. What challenged you? What inspired you? What surprised you? 24
  • 25.  History infographic clips by WorkSimple.com  http://getworksimple.com/blog/2011/11/04/the-history-of- performance-reviews  The McKinsey 7S Model, See www.REVELN.com TOOLS  For the full history SlideShare presentation, see: A History of Performance Appraisal and Letting Go at REVELN.com  Performance Management alternatives: BetaCodex.org  (slide 1) Flashmob by Whitechapel Centre by Radarsmum67 Flickr  (slide 24) Open Space: Two feet, by cszar, Flick.com cc  (slide 26) Chaos Magno, 1522-1532, Intarsia of the choir of Santa Maria Maggiore (Bergamo)  Other photos from WikiCommons, Deb Nystrom and the public domain 25
  • 26.  See the handout on REVELN Tools: From Chaos to Creative- Performance Development in a VUCA World  Article: Givers Take All: The hidden dimension of corporate culture. April 2013 | by Adam Grant , McKinsey Quarterly 26 • Book: Antifragile: Things That Gain From Disorder, Nassim Nicholas Taleb, 2012