Dawning of a New Era: The End of the Performance Review

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Yes, it’s that time of year again — when the groans of managers can be heard over the mere mention of the words, annual performance reviews. Many managers see performance appraisals as nothing more than an empty, bureaucratic exercise forced on them by HR.

Most organizational leaders are locked into the belief that that they need to conduct annual or bi-annual performance appraisals of their staff. Yet they acknowledge that the system is not working. HR managers are caught in the middle of all this.

The End of the Performance Review: A New Approach to Appraising Employee Performance is the title of a new book just released internationally by UK publishing giant Palgrave Macmillan. Its Australian-based author Dr Tim Baker will share his research of HR Managers and their reservations about the performance review.

Marshall Goldsmith, PhD US management guru and million-selling author had this to say about Tim's book:

Tim Baker's new book revolutionizes the way to view and conduct employee appraisals. His method is brilliant in its simplicity and highly effective in its approach. 'The End' for the traditional performance review but the beginning for a groundbreaking new model.

Tim offers an alternative approach referred to as the Five Conversations Framework. The Five conversations Framework consists of five 10 to 15 minute conversations between the manager and his or her direct reports. These five conversations are done over a six month period and it is expected that a manager would have 10 short, focused and meaningful conversations with their team members every year.

This webinar will give HR professionals the opportunity to participate in what promises to be an enlightening and interesting discussion on moving from a culture of appraisal to one of development.

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  • Show headshot at the beginning. There are three distinct camps in the HR profession: those that believe that standard performance review is an integral part of the organisation; those that are striving for a better performance rview and those that think that the erformance review should be tossed out completely. Which camp do you belong too?
  • My research of 1,200 HR managers identified the following eight shortcomings of the performance review.
  • Jobs have been around since the Industrial revolution for 200 years. Taylor conceptualized a job as a clearly defined set of tasks to be done. These days work is more complex. The marketplace more uncertain. Employees play a significant number of roles in organizations beyong simply the technical role.
  • Non-job tasks are becoming more and more important. I come across many technically proficient employees who are don’t fulfill their non-job tasks.
  • This was a survey of 9,000 managers across 21 industry groups in six countries. You will notice that the top 10 job skills are non-job tasks.
  • Explain the structure.
  • This conversation begins with rating job satisfaction on a scale of 1 to 10. Companies spend tens of thousands of dollars a year on engagement surveys. These data can be used to build a more effective snapshot of the organisation. These data can be examined horizontally and vertically.
  • Positive psychology movement. What are your strengths and how can we better utilize them either in your current or future role?
  • Select two. These are the key questions that need answers.
  • One-third of the budget on each. Explain each. Mention that problem-centered learning is the one not always dealt with.
  • Imagine if your organization or the organizations you consult too twice a year had a conversation on I & CI.
  • Explain the process.
  • Review the process
  • Dawning of a New Era: The End of the Performance Review

    1. 1. Presented by: Dr. Tim Baker TLNT’s Webinar Series Presents: Dawning of a New Era: The End of the Performance Review Sponsored by:
    2. 2. Copyright © 2013. Infor. All Rights Reserved. www.infor.com 3 Infor Human Capital Management For more information, please contact: Daniel Quinn daniel.quinn@infor.co m | 214.272.5203
    3. 3. 3,048 Net new customers 2.7 BRevenu e $1 billion $2 billion Customer-focused 1,248 +Go lives 3 million Cloud subscribers
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    8. 8. Copyright © 2013. Infor. All Rights Reserved. www.infor.com 9 The Infor HCM advantage 47% lower employee turnover 65% improvement in payroll accuracy 45% increase in employee performance 20-50% reduction in annual cost per employee 59% reduction in overtime costs through accurate calculations
    9. 9. How can we help you? Daniel Quinn Daniel.Quinn@infor.com | 214-272-5203
    10. 10. The End of the Performance Review A New Approach to Appraising Employee Performance Dr Tim Baker
    11. 11. Aims & Objectives Appreciate the need to have regular developmental conversations with staff as a useful vehicle for managing staff expectations and performance Understand how you may use a structured Five Conversations Framework with staff Understand the argument why performance reviews are outdated and ineffective
    12. 12. What types of systems & processes are available? Traditional approach Peer group approachDiscussion •Military •Power •Manager judgment •Relationship •Agreement •Mutual agreement •Teamwork •Multiple perceptions •Peer group judgment
    13. 13. What’s Wrong With the Traditional Performance Appraisal? They are a costly exercise Appraisals can be destructive Appraisals are often a monologue rather than a dialogue The formality of the appraisal stifles discussion Appraisals are too infrequent Appraisals are an exercise in form-filling Appraisals are rarely followed up Most people find appraisals stressful
    14. 14. Roles people play in organisations are more important than the jobs they do...
    15. 15. The Work People Do Job Tasks Non-job Tasks Technical skills Team role Career role Innovation & Continuous Improvement role SOURCE: The End of the Performance Review
    16. 16. Climate Review conversation Job satisfaction Morale Communication
    17. 17. Strengths & Talents conversation
    18. 18. Opportunities for Growth conversation What are my expectations as manager? How are you performing to those expectations? What can we do to help you meet my expectations? Are you committed to meeting those standards in the future?
    19. 19. Learning & Development conversation Technical-centered approach Person-centered approach Problem-centered approach
    20. 20. Innovation & Continuous Improvement conversation
    21. 21. Five Conversations Framework Implementation Process
    22. 22. benefits of the Five Conversations Framework ongoing dialogue openness and directness flexibility timely information more relaxed approach
    23. 23. “Tim Baker's new book revolutionizes the way to view and conduct employee appraisals. His method is brilliant in its simplicity and highly effective in its approach. "The End" for the traditional performance review but just the beginning for a groundbreaking new model.” global leadership thinker and million-selling author or editor of 32 books, including the New York Times bestsellers, MOJO
    24. 24. 20% off the price Normally $35 plus postage You get my new book for $28 plus postage!! Send me an email tim@winnersatwork.com.a u by 12 midnight tonight

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