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Performance Management Myths Exposed 8 truths


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Performance Review Myths and Truths Exposed

Published in: Business, Technology
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Performance Management Myths Exposed 8 truths

  1. 1. TRUTHS that will change your perception ofperformance management forever – and insightsto help you make the shift to SOCIAL PERFORMANCE.
  2. 2. Traditional performance managementmodels often leave managementfrustrated and employees demotivated.Savvy managers understand that appraisal scores offer little value to the company or the employee—and employees loathe subjective performance appraisal processes that rate them on a mere handfulof the myriad of factors that drive results for the organization.These systems, while very popular, are not always driving the value expected, according to JoshBersin, principal analyst at Bersin & Associates. His research reveals that 53 percent of managersthink their talent management software failed to help them create a performance-driven culture intheir organization.Indeed, the challenges to traditional performance management models have been well documented,from measuring competencies to linking together compensation and evaluations to simply keepingthe system relevant amid the rapidly changing demands of today’s business world. The answer isSocial Goals. “‘Social’ is the word that is transforming almost every talent practice. In 2012, we will see an explosion in social recruiting, social performance management, social recruiting, social rewards and recognition, social learning, and social career management.” —Josh Bersin, principal analyst at Bersin &
  3. 3. IntroductionWith Social Goals, any company can collaborate on goals to drive greater team productivity.Social Goals is revolutionizing goal setting and attainment with a transparent, interconnectedapproach to corporate goals and accountability.Rather than getting employees to record information after the dust settles on a project andholding a debriefing session to air out what was done right and wrong, Social Goals works theway you do—in real-time. Social Goals aligns with the agile performance management model,a model that offers dynamic and continuous feedback rather than sterile appraisals atquarterly or annual intervals.“Our groundbreaking research in 2011 discovered that companies which regularly revisit theirgoals (quarterly or even more often) dramatically outperform those which create annualcascading-goal programs. The dynamic nature of global business makes it necessary forperformance management to become ‘agile’ and ‘real-time.’”— Josh Bersin, principal analystat Bersin & AssociatesThis eBook explores the myths and truths around modern performance managementmodels—truths that will set you free to pursue a more effective way to drive engagement andproductivity across your organization. “Until input (thought) is linked to a goal (purpose) there can be no intelligent accomplishment.” — Paul G. Thomas, an executive with more than 20 years of leadership
  4. 4. Myth: Management systems should be designed for managers.Truth: Management systems should be designed for employees.Traditional management systems are designed with the needs of management in mind—and that’sa large part of why traditional performance management systems are broken and failing. If the goal isto help employees improve, then the performance management system has to be designed to matchthe realities of the modern workforce, which moves faster and more often works from remotelocations. Today’s workforce is dynamic, and so must management systems be. “It is an immutable law in business that words are words, explanations are explanations, promises are promises—but only performance is reality.” —Robert Bacal, author of “Performance Management”TRUTH
  5. 5. Myth: Performance reviews should be about competencies.Truth: Performance reviews should be about contributions and results.Measuring competencies is largely subjective. What’s more, managers have far less day-to-dayinteraction with employees than coworkers do, making performance appraisals based oncompetencies even less accurate (and often demotivating for employees who are drivingresults that aren’t measured in these reviews). Performance reviews should take into accountcontributions and results. “Appraisals are where you get together with your team leader and agree what an outstanding member of the team you are, how much your contribution has been valued, what massive potential you have and, in recognition of all this, would you mind having your salary halved?” —Guy Browning, British humorist who deals with office politics and social climbingTRUTH
  6. 6. Myth: Business goals should be private.Truth: Public goals engage the workforce.In your personal life, you might keep some goals private—because they are private. But there’s nobenefit in keeping organizational goals tucked away in a digital drawer. Goal gurus agree that sharinggoals with others increases the chances of reaching those goals. This is especially true in a businesssetting. Making goals public via Social Goals engages the workforce and breeds a team-orientedculture in your organization.There’s a lot of talk in the business world about engagement vs. empowerment. Making businessgoals public both engages the workforce in your mission and empowers them to find innovative waysto execute it.Ultimately, management sets the overarching business goals. Savvy managers are working withemployees to figure out the best way to accomplish those goals as a team rather than laying out a listof rigid priorities. “Creative thinking is not a talent. It is a skill that can be learned. It empowers people by adding strength to their natural abilities which improves teamwork, productivity and where appropriate profits.” —Edward de Bono, physician, author, inventory and consultant who coined the term lateral thinkingTRUTH
  7. 7. Myth: Managers should assign goals to employees.Truth: Managers should cast vision on the end goal—but employees should be allowed to create and share intermittent goals with their team and work together to accomplish the tasks.The most successful organizations are home to employees who are committed to the work they aredoing. Engaging employees with Social Goals helps them make a personal connection with the work.When managers assign blanket goals to employees, it robs them of a certain level of autonomy toemploy critical thinking skills to map out milestones and solve challenges to the end goal. By allowingemployees to set milestones on the roadmap to corporate goals, you not only drive buy-in–you alsodrive passion. “With out passion you don’t have energy, with out energy you have nothing” —Donald TrumpTRUTH
  8. 8. Myth: All goals need timelines and metrics.Truth: Some goals move too fast for dates and a “let’s get it done” mentality can dilute the quality of the work.Some believe deadlines help employees avoid procrastination, stay accountable and drive focus.There is some truth in that, but there is also the reality that the pace of work and how employeestackle goals has forever changed. Everything is moving faster. Dating goals then is, well, dated. Inother words, putting hard and fast dates on goals doesn’t always match with the nature of goals intoday’s competitive landscape. With Social Goals, some goals are dated while others are groupedinto broader categories like “now,” “next,” and “some day.” “A man on a mission is far different from a drone on a deadline.” —UnknownTRUTH
  9. 9. Myth: Employees should get feedback once a quarter or once a year.Truth: Employees should get feedback as often as it’s needed.Employees may need feedback several times a quarter or more—or less. Instead of monumentalperformance reviews, steady feedback along the way helps employees adjust more quickly anddrives better results.Think about it: an on-stage comedian gets immediate feedback—if the audience is not connectingwith his routine he can switch it up. Employees need recognition for making the right decisions andguidance when they meet with obstacles. Waiting a quarter or a year makes it difficult for employeesto shift the momentum. Social Goals offers more immediate feedback. “Feedback is the breakfast of champions.” —Ken Blanchard, American author and management expertTRUTH
  10. 10. Myth: Employee feedback should come from management.Truth: Employees want more feedback from their coworkers than their manager.Coworkers understand the daily grind and how the work of teams and departments interconnect,setting the stage for more valuable, actionable feedback. Social Goals empowers coworkers torecognize the work of their peers, or speak out if they have advice on how to accomplish a priorityfaster, better or more efficiently. “My peers say I have made a difference. That means more to me than winning an Oscar” —Conrad Hall, Oscar-winning cinematographerTRUTH
  11. 11. Myth: Goals should only be shared among members of departmental teams.Truth: Every team across an organization should be able to view the goals of other teams and departments.Sharing goals only among members of departmental teams creates silos. By contrast, allowing everyteam across an organization to view the goals of other teams and departments fosters a culture ofcollaboration and drives self-management toward the overall goals of a corporation. Social Goalsmakes goals transparent across the organization “The purpose in life is to collaborate for a common cause; the problem is nobody seems to know what it is.” —Gerhard Gschwandtner, American businessmanTRUTH
  12. 12. ConclusionCan you see how traditional performance management models put you—andyour employees—in a box? The social enterprise and agility performancemodels a growing reality. Those companies that make the shift now will be reapthe rewards later. But one of the missing links in the social enterprisehas been Social Goals.WorkSimple is the new way to drive performance. Individuals, small teamsand large global organizations alike use WorkSimple as a better way to sharegoals, work together, get and give feedback, and make others shine.