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How Crucial a Performance Appraisal Practice Inside the Self-organizing Team? - Chandra Setiadji

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In traditional team structure, the software development team manager does the hiring, firing, promoting, and distributing bonus through individual performance appraisal. How about in a full self-organizing team context? How can the team decide those actions? Does the team need to do this self-performance appraisal? If the team need that, then who should be involved? Does the result need to be transparent? Who will make the final decision? etc.

In this talk, I will share how Titansoft did it. What were the problems we faced? How did our people react to these? What will be our next improvement on this topic? How did we know that we are ready for these actions?

Published in: Leadership & Management
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How Crucial a Performance Appraisal Practice Inside the Self-organizing Team? - Chandra Setiadji

  1. 1. How Crucial is Performance Appraisal Practice Inside a Self Organizing Team? Unlearn what you have learned Chandra Setiadji
  2. 2. Soft. Engineer 2009 2011 Team Leader 2013 Dept. Manager PO, CSM, CSPO Co Active, ORSC 2014 2019 Who Am I
  3. 3. TEAM TITANSOFT (2018 Singapore Headquarters) 240+ Workforce 4 Offices 30 Average age 100+ Trainings/yr 2005 Singapore 150+ Countries 5M Users 新加坡國家品質認證 新加坡人才培育認證
  4. 4. Performance Appraisal Conflicts Titansoft Way Advice Talking Points
  5. 5. What is the purpose of Performance Appraisal? Talking Points
  6. 6. Ref: Abolishing Performance Appraisals: Why They Backfire and What to Do Instead by Tom Coens and Mary Jenkins Improvement Coaching & Guidance Feedback Compensation Staffing Legal
  7. 7. Talking Points Conflicts Perf. Appraisal in Self Org. Team Of
  8. 8. Scrum – Self Org. Team Performance Appraisal Product Owner Cross Function Team Scrum Master Manager One Employee Team Product Individual Every sprint Open, Transparent Negotiable Multi Direction Every Quarter Closed, Confidential Mostly Fixed Single Direction Actors Focus Process
  9. 9. No Silver Bullet How to solve them? Fire the Manager!
  10. 10. Titansoft Way Talking Points
  11. 11. Improvement Focus on Product KPI instead of Individual Performance Let team owns its process to improve. Manager Role: Questioning – To ensure Focus Measuring – What’s measured gets managed. Enabler – Training, Resources, Mediator
  12. 12. Ref: Yves Lin – Ex Titansoft GM, “From Chaos To Control” – Agile Singapore 2016 Metrics for Product, Process, and People
  13. 13. 2011 2012 2013 2014 2015 2016 2017 2018 2019 Tickets Production Incident Scrum Practices Serious incident reduced by 90% https://www.agilebossanova.com/bossa-nova- leader-in-singapore-taiwan/
  14. 14. Coaching & Guidance Openness - Transparency The teams agree to be open about all the work and the challenges with performing the work Manager Role: Enabler – Creating communication channel Guiding – Teach management skill Story Telling – Inspire Facilitator – Let team have deeper conversation
  15. 15. Double Linked Meeting - Sociocracy Further Reading: https://www.agilebossanova.com/bossa-nova-leader-in-singapore-taiwan/ Ref: MiersonSheella_Sociocracy-overview-handout.pdf Coordinating Circle Delegation – Team’s Voice Leader – Operational Weekly meeting - 1.5H Outside working hour
  16. 16. Further Reading: https://www.agilebossanova.com/bossa-nova-leader-in-singapore-taiwan/
  17. 17. Monthly Dialogue Perspective & Goal Alignment Photo was taken by Jeanice Wong.
  18. 18. 82% - People somewhat feel they have influence on product outcome 2019 Quarterly Engagement Survey
  19. 19. Feedback Inspections & Adaptation Manager Role: Police – To sustain continuous learning process. Enabler – Provide tool/process when it’s needed. Make it transparent.
  20. 20. Retrospective
  21. 21. 360 Feedback 3 committed plan Publish to Team Process Peer Review Facilitator HRD Member Frequency Every 3 Months Month Objectives Improve Team Co-Working Improve Team Competency
  22. 22. Feedback is a gift.
  23. 23. https://www.ebayinc.com/stories/blogs/tech/now-you-see-it-a-peer-feedback-system-for-scrum-teams/ The number is not important. The conversation is.
  24. 24. My commitments to team are …
  25. 25. Why it doesn’t happen in Retrospective?
  26. 26. Does the manager need to collect feedback?
  27. 27. The leader starts the transparency.
  28. 28. 70% - My team constantly challenges me to grow and improve. 73% - are engaged. 2019 Quarterly Engagement Survey
  29. 29. Staffing Transparency Involve the team in the Hiring, Firing, & Promotion Decision Manager Role: Story Teller – Netflix Story Guardian – Ensure Fairness Empower – Make sure the team has the best member.
  30. 30. Self Promotion
  31. 31. ProcessGrow and Adapt Plan Facilitator HRD & Dept. Manager Input Collected Feedbacks. Objectives Ensure culture fit Provide exit door
  32. 32. 67.6% - I thinks that the evaluation and promotion procedure is fair. 2019 Quarterly Engagement Survey 78% - I am in charge of my own career progression.
  33. 33. Compensation Transparency Manager Role: Allocate Pool to team. Empower – Let team have a way to distribute bonus Guardian – Ensure Fairness
  34. 34. Team send % distribution Manager asking process Manager finalize it Process Bonus Self- Allocation Facilitator Team member/Scrum Master Input Collected Feedback Objectives High performer get rewarded Who performed well?
  35. 35. Wait! Transparency. Manager Finalize It?
  36. 36. 73.2% - I am fairly rewarded (e.g. compensation) for my contributions made to Titansoft. 2019 Quarterly Engagement Survey
  37. 37. Legal Coaching & Guidance Monthly Dialogue Double Linked Feedback Retrospective Peer Feedback Manager Feedback PO Feedback Staffing Self Promotion GAP Improvement Focus on Product KPI Compensation Self Bonus Allocation Manager Finalize It
  38. 38. Advice Talking Points
  39. 39. What impact do you want to achieve by doing Performance Appraisals? Answer this 1st
  40. 40. Says that the majority of the output of any one employee is attributable to the system they work in. W.E Deming Focus on Process & Overall Results.
  41. 41. Every truth has two sides; it is good to look at both, before we commit ourselves to either.
  42. 42. 80% empowerment 20% boss One of the biggest mistakes poor leaders and managers make is to want to “be the boss” – Patty McCord – Manager Role
  43. 43. Relieve your frustration at the enormous task of changing an organization by taking one small step at a time toward your goal. – Linda Rising –
  44. 44. Terima Kasih

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