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Agile Tour Chennai 2015: Agile Performance Management - Ravishankar


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Ravi's presentation at ATC2015

Published in: Technology

Agile Tour Chennai 2015: Agile Performance Management - Ravishankar

  1. 1. By Ravishankar R, CSM, CSP, SAFe Agilist Agile Consultant & Coach
  2. 2. Ultimate goal of the manager and HR is to get performance appraisals done as fast as they can
  3. 3. What’s in it for me?
  4. 4. “It is difficult to get a man to understand something, when his salary depends on his not understanding it.” -Upton Beal Sinclair. Jr Journalist, Political Activist, Politician, Novelist & Writer
  6. 6. Managers and HR conducting regular one on ones with team members and provide feedback. Than just setting goals once and evaluating twice a year, continually interacting and providing feedback on team members progress & performance.
  7. 7. Source feedback from Peers, Agile team members and other appropriate stakeholders. Get the collective intelligence and know-how of others. Start seeing different outlook for performance!
  8. 8. One of the most effective ways to increase engagement is simply to recognize employees for their performance, in both formal & informal ways Use the recognition from peers and others to encourage people to be their best at work
  9. 9. Source : How Performance Recognition & timely feedback Impacts Innovation & Employee Engagement, O.C.Tanner
  10. 10. Unlike performance appraisals driven through hierarchal protocols restricting the employees from a healthy & open dialogue – run performance management driven through team capabilities & skills. Creativity and skills in the making of the future world!
  11. 11. Monetary benefits as the only outcome of appraisals creates a less motivated workforce and creates hatred and low productive teams. Appraisals to be performed considering the factors influencing employee motivation.
  12. 12. Self-set salaries with peer calibration for base pay No bonuses, but equal profit sharing Narrower salary differences Significant training in relational skills and in company culture. Rotation programs to immerse oneself in the organization No promotions, but fluid rearrangement of roles based on peer agreement. Responsibility to speak up about issues outside of one’s scope of authority
  13. 13. "All this terminology of rankings - forcing rankings along some distribution curve or whatever - we're done with that. We're going to evaluate you in your role in the team, not vis-à-vis someone else who might work in Washington, who might work in Bangalore. It's irrelevant. It should be about you & your team.“ Pierre Nanterme Chairman & CEO, Accenture
  14. 14. Questions??? “Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex rules and regulations give rise to simple, stupid behavior.” Gente Boa Dee Ward Hock, Founder & Former CEO, VISA
  15. 15. Questions???
  16. 16. E-mail: