Crowdsourcing the Employee Review - Charlie Ungashick, Globoforce
 

Crowdsourcing the Employee Review - Charlie Ungashick, Globoforce

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Crowdsourcing the Employee Review - Charlie Ungashick, Globoforce. HR Tech Europe 2013 #hrtecheurope

Crowdsourcing the Employee Review - Charlie Ungashick, Globoforce. HR Tech Europe 2013 #hrtecheurope

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  • LauraMillier talked about big data and how to leverage it in HR – to have a “seat at the table”Recognition maps relationships and connections. It provides managers with more insight into the true performance and behaviors of employees. It also enables peers to recognise and appreciate each other – enhancing productivity across teams.

Crowdsourcing the Employee Review - Charlie Ungashick, Globoforce Crowdsourcing the Employee Review - Charlie Ungashick, Globoforce Presentation Transcript

  • THE CROWDSOURCED PERFORMANCE REVIEW CHARLIE UNGASHICK GLOBOFORCE 1
  • IT’S ALL IN THE BOOK 2
  • TWO-THIRDS OF UK WORKERS ACTIVELY DISLIKE PERFORMANCE REVIEWS
  • INDUSTRY MEGA TRENDS TRADITIONAL PERFORMANCE REVIEWS SOCIAL RECOGNITION CROWDSOURCING THE CROWDSOURCED PERFORMANCE REVIEW
  • 5
  • JIGME SINGYE WANGCHUCK
  •  Stay twice as long in their jobs  Spend double their time at work focused on what they are paid to do THE HAPPINESS ADVANTAGE HAPPY WORKER WORK HARDER  Take ten times less sick leave  Believe they are achieving their potential twice as much
  • 60% 15% increase in engagement from recognizing employee performance boost in engagement leads to 2% increase in operating margin 9
  • Social  Frequent  Drives happiness & engagement  PERFORMANCE MANAGEMENT IN THE FUTURE
  • INDUSTRY MEGA TRENDS TRADITIONAL PERFORMANCE REVIEWS SOCIAL RECOGNITION CROWDSOURCING THE CROWDSOURCED PERFORMANCE REVIEW
  • A PROCESS FROZEN IN TIME
  • INFREQUENT FEEDBACK
  • A SINGLE POINT OF FAILURE
  • EMPLOYEES’ VIEW @nicereminders: Feeling completely dejected and destroyed after the performance review I received from the central office. #killmenow
  • EMPLOYEES’ VIEW @nicereminders: Day after being told by boss that my performance isn't acceptable and that my depression is my problem... How am I supposed to be motivated?
  • HR’S VIEW “Do you think the annual performance reviews are an accurate appraisal for employees’ work?” No 45% Yes 55%
  • THE DREADED FORM
  • INDUSTRY MEGA TRENDS TRADITIONAL PERFORMANCE REVIEWS SOCIAL RECOGNITION CROWDSOURCING THE CROWDSOURCED PERFORMANCE REVIEW
  • RECOGNITION OLD WAY: TACTICAL NEW WAY: SOCIAL Fragmented, disconnected, tactical Limited participation Outdated, ineffective HR processes Global, consolidated, strategic recognition solution Broad participation – peer-to-peer, mobile & social New insight into talent & culture INDUSTRY DISRUPTION 20
  • PERFORMANCE MANAGEMENT IN THE FUTURE Social Frequent Drives happiness Global approach Shared throughout the company Viral adoption      
  • INDUSTRY MEGA TRENDS TRADITIONAL PERFORMANCE REVIEWS SOCIAL RECOGNITION CROWDSOURCING THE CROWDSOURCED PERFORMANCE REVIEW
  • “ To what extent do you trust the following forms of advertising? Trust Completely/ Somewhat Recommendations from people I know 92% Consumer opinions posted online 70% Don’t Trust Much/ At All 8% 30%
  • 24
  • WISDOM OF THE CROWDS & HR Wisdom of the Crowds Big data, in the form of social recognition. What WE think. Manager’s Opinion Traditional performance review. What OUR MANAGER thinks.
  • FIX PERFORMANCE REVIEWS WITH THE WISDOM OF CROWDS
  • INDUSTRY MEGA TRENDS TRADITIONAL PERFORMANCE REVIEWS SOCIAL RECOGNITION CROWDSOURCING THE CROWDSOURCED PERFORMANCE REVIEW
  • Crowdsourcing input about employee performance creates a market composed of every employee, and social recognition is the transaction engine of that market.
  • SUNDAY TIMES 30
  • TRUE INFLUENCERS CAN BE FOUND INSTANTLY
  • MULTIPLE SOURCES OF FEEDBACK
  • BASED ON DATA
  • COMBINING REVIEWS
  • PERFORMANCE MANAGEMENT IN THE FUTURE Social Frequent Drives happiness Global approach Shared throughout the company Viral adoption Part of compensation strategy Based on data New insight for managers & execs         
  • 3