How Crucial a Performance Appraisal Practice Inside the Self-organizing Team? - Chandra Setiadji
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This document discusses the importance and challenges of performance appraisals within self-organizing teams. It provides an overview of how Titansoft, a software company, approaches this issue through transparency, collaboration, and a focus on process and product outcomes rather than individual performance. The key points are: 1) Titansoft focuses on product metrics and continuous process improvement rather than individual performance reviews. Managers act as enablers, questioners, and mediators to support the team. 2) Feedback is gathered through open communication, inspections, adaptations, and regular retrospectives rather than closed annual reviews. 3) Staffing, compensation, and promotion decisions involve team input and transparency around criteria and decisions.
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How Crucial a Performance Appraisal Practice Inside the Self-organizing Team? - Chandra Setiadji
- 1. How Crucial is Performance Appraisal Practice Inside a Self Organizing Team? Unlearn what you have learned Chandra Setiadji
- 2. Soft. Engineer 2009 2011 Team Leader 2013 Dept. Manager PO, CSM, CSPO Co Active, ORSC 2014 2019 Who Am I
- 4. 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
- 6. What is the purpose of Performance Appraisal? Talking Points
- 7. 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
- 8. Talking Points Conflicts Perf. Appraisal in Self Org. Team Of
- 9. 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
- 10. No Silver Bullet How to solve them? Fire the Manager!
- 12. 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
- 13. Ref: Yves Lin – Ex Titansoft GM, “From Chaos To Control” – Agile Singapore 2016 Metrics for Product, Process, and People
- 14. 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/
- 15. 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
- 16. 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
- 18. Monthly Dialogue Perspective & Goal Alignment Photo was taken by Jeanice Wong.
- 19. 82% - People somewhat feel they have influence on product outcome 2019 Quarterly Engagement Survey
- 20. Feedback Inspections & Adaptation Manager Role: Police – To sustain continuous learning process. Enabler – Provide tool/process when it’s needed. Make it transparent.
- 21. Retrospective
- 22. 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
- 23. Feedback is a gift.
- 24. 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.
- 26. My commitments to team are …
- 27. Why it doesn’t happen in Retrospective?
- 28. Does the manager need to collect feedback?
- 29. The leader starts the transparency.
- 30. 70% - My team constantly challenges me to grow and improve. 73% - are engaged. 2019 Quarterly Engagement Survey
- 31. 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.
- 33. Self Promotion
- 34. ProcessGrow and Adapt Plan Facilitator HRD & Dept. Manager Input Collected Feedbacks. Objectives Ensure culture fit Provide exit door
- 35. 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.
- 36. Compensation Transparency Manager Role: Allocate Pool to team. Empower – Let team have a way to distribute bonus Guardian – Ensure Fairness
- 37. 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?
- 39. 73.2% - I am fairly rewarded (e.g. compensation) for my contributions made to Titansoft. 2019 Quarterly Engagement Survey
- 40. 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
- 42. What impact do you want to achieve by doing Performance Appraisals? Answer this 1st
- 43. 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.
- 44. Every truth has two sides; it is good to look at both, before we commit ourselves to either.
- 45. 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
- 46. Relieve your frustration at the enormous task of changing an organization by taking one small step at a time toward your goal. – Linda Rising –
- 48. Terima Kasih
Editor's Notes
- Share Story - Experience as employee - Experience as Manager - Transition Questions ???
- Tell story about my experience As soft engineer - Starting Scrum manager will lose the job . As Manager Last year 40 members, imagine I need to talk to every one every quarter for 2 hours. I can’t imagine how much waste either me / member need to spend. After dwelling with scrum, I realize there are few skill that I need to have more : Coaching – Empower. Facilitating – You want the team has a good discussion. Story teller – Influence Confidence said : Experience in Faciliating and One-on-One / Team coaching.
- Need to mention why there is another log in there.
- 5Million User 100+ spend a lot of money in people development training.
- Purpose of Performance Appraisal Conflicts - Performance Appraisal in Self-Organizing Team Titansoft Way – Value Driven / Practical - If there is no Performance Appraisal then how we achieve performance appraisal purpose Advise (Transparency, Collaboration, …) - (ref) he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
- Purpose of Performance Appraisal Conflicts - Performance Appraisal in Self-Organizing Team Titansoft Way – Value Driven / Practical - If there is no Performance Appraisal then how we achieve performance appraisal purpose Advise (Transparency, Collaboration, …) - (ref) he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
- Improvement: For Individual & Organization. If everyone is doing well then the org will improve as well. Coaching & Guidance: Provide opportunity for Manager to provide coaching & guidance to employee. Feedback: Manager give Positive & Constructive feedback Staffing: Promotions, Layoff, Change Function Compensation: Salary adjustment, Bonus allocation Legal: Documents
- Purpose of Performance Appraisal Conflicts - Performance Appraisal in Self-Organizing Team Titansoft Way – Value Driven / Practical - If there is no Performance Appraisal then how we achieve performance appraisal purpose Advise (Transparency, Collaboration, …) - (ref) he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
- There is no silver bullet to solve the above problem. Every solution may work depend on its context.
- Purpose of Performance Appraisal Conflicts - Performance Appraisal in Self-Organizing Team Titansoft Way – Value Driven / Practical - If there is no Performance Appraisal then how we achieve performance appraisal purpose Advise (Transparency, Collaboration, …) - (ref) he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
- Peter Drucker – You Measure, You manage
- One of manager role in the beginning of scrum implementation to create channel so that people can be open about the problem they face Insipirasi bagaiman Netflix mempunyai team yang baik etc Creating communication channel – so in here you can influence more on Mindset, Management Skill, Make sure a good discussion
- Sekilas ttg sociocracy Fungsi dari D & L Pembahasan: - Masalah Team & PO. - Masalah Manpower - Masalah conflict antar team member - Policy yang ambigue. - Story telling : how other company doing hiring strategy, why some company need to layoff, how to stay competent in this fast changing world. Kasarnya – Brain Washing
- Sekilas ttg sociocracy Fungsi dari D & L Pembahasan: - Masalah Team & PO. - Masalah Manpower - Masalah conflict antar team member - Policy yang ambigue. - Story telling : how other company doing hiring strategy, why some company need to layoff, how to stay competent in this fast changing world. Kasarnya – Brain Washing
- Concern raised out By POs, PDs, DM. Output: Agreement, common understanding, Feel Heard Manager harus terkadang harus bisa berdiri di dua sisi.. Kadang kita mendukung PO , kadang kita juga mendukung developer/ QA / ux. Once we align our perspective - Then we can have agreement how to achieve our common goal
- No need to discuss this. As people are aware.
- Still retro – but you cover one whole month Weekly retro - Product Monthly people,
- Example of Peer Review. The person will read the feedback He want to give to Others
- Slowly explain
- PO – First line Support – My Self feedback for last month work overall.. Who help them the most.
- Example of Peer Review. The person will read the feedback He want to give to Others
- We ask our member to be transparent, We as a leader need to show the first step.
- Published in public. What should I do ? Tell story for RIGA team. Need manager attention.. Lunch together and etc. People want to be involved in discussion and feel heard.
- One of manager role in the beginning of scrum implementation to create channel so that people can be open about the problem they face Story about Hiring people, Confirm / Firing Probation Face the challenges of a fast-changing world together. – Netflix Story Manager is not a career manager.
- Sky has covered.
- Sky has covered.
- Don’t have the result for the GAP.
- Tell story about the fairness.. When someone gives % equal .. Including new comer , etc
- This is the time you’re Boss….. To be honest, I would prefer to give them the final amount and ask them to divide by themselves.. But company still not ready for this. So yeah this the best way so far. he very most incompetent managers know which of their employees are the top performers and which are the bottom feeders. Neither scrum nor waterfall nor lean nor agile makes this any more or less obvious. -https://dzone.com/articles/how-do-agile-performance
- Emphasize the important stuffs if audience want to try.
- Purpose of Performance Appraisal Conflicts - Performance Appraisal in Self-Organizing Team Titansoft Way – Value Driven / Practical - If there is no Performance Appraisal then how we achieve performance appraisal purpose Advise (Transparency, Collaboration, …) - (ref) he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
- Most crucial – Emphasis – IF you don’t know what kind of impact do you want to create then stop wasting people time. Before you want to remove or change Perf. Appraisal What result do you really want to achieve? If you don’t know then just stop doing it. If you know then think about the suitable tool that you can use.
- It’s always about the systems. Though I am not 100% agree with this statement.
- Before you said performance appraisal is bad / good.. Best to study why people say bad or good. Find the truth from those statement. Find your way – Which one is more suitable with your organization
- Empowerment can be from Coaching, Facilitating, Provide training, Story Telling. Patty McCord – Chief Talent Officer in HRD
- Do big changes can be frustrating. So Take one small step at a time. By Linda Rising
- Tell that I will be here till Wednesday… so I am open for meetup with anyone. We can exchange experience