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Death of Appraisal
Charles Wilson
The Webinar will begin shortly
Agenda
• Welcome
• Housekeeping notes
• Session starts
• Q&A
• End of webinar
Housekeeping
• Slides will be available on our SlideShare page, link
will be emailed to you
• Recording of the webinar will be available to
download, link will be emailed
• Take the time to complete post-webinar survey that
will pop up at the end
• You can type your questions throughout the session
• Time will be allocated in the end for the speaker to
address your questions
Death of appraisal - Webinar
Key Principles - Performance Management
• Process of PM – create not destroy value
• PM fits the goals – effectiveness – efficiency –
quality –equity
• Primary Aim of PM
– Improve quality & performance measurement
– Allow focus on targets
– Motivate
– Support
• Openness
Appraisal Negatives
• Drive towards standardisation
• Apportion blame
• Top down departmental process
of accountability.
International opinion
• 2013 -23% above average in conduct of
reviews
• 95% managers dissatisfied
• 90% HR heads – ‘do not yield accurate info’
• Not identifying and managing talent
Common Criticisms
– Misleading – Complex
– Time and money
– Damaging to people
Key Questions
• Why do it?
• What is being achieved?
• Cost
–Time
–Money
–Morale
Information gathered?
• Approx indication as to quality of people
• Training Need – limited
• Succession Planning information
• Movement in pay
• Promotions
• ID problem people
• How much actual work measurement is
done?
Ranking
• Appears logical -Remains the common system
• Triggers ‘fight’ or ‘flight’
– Miss-used – subjective opinion masked by ‘evidence’
– Puts people into ‘Boxes’
– Seen as consistent to match performance & reward
We are all people
• How do you find it?
• Personally - demotivating - exhausting
Death of appraisal - Webinar
1st Miss
• Us and how we feel
• Ranking produces aggressive defence
• Even the best of intentions..........
“I’m pleased to say that you are ranked ‘GOOD’ this
year’
BOXED!
Employee knows the system and will assume that
others were ranked ‘very good’ or even ‘excellent’
Result.........??????
2nd Miss – Stanford thinking
Two mindsets about growth/learning
1. ‘fixed’
2. ‘growth’
In 1 – born smart or not
In 2 – Learn – grow-improve
Work - ‘fixed’ prevails – majority will avoid
stretching goals - seen as an invitation to fail
The Re-think
• Listen to staff
• Talk – structured
• Look at facts – achievements – progress –
measurable outcomes for teams and
individuals
• Teams – self direction
• Keep what’s working
– Objectives – goal setting – competencies
– (N.B. The ‘menu’ approach)
Re-think
• Remove the threat
• Provide guidelines to structured
conversations
• Talk
• Record
• Monitor progress or lack of it
• Train for feedback not boxing
– ‘the growth mind-set’
What to do?
• Scrap the structured approach
• Move to continuous feedback
–Shared responsibility
• Document personal
progress/contribution
–Frequent short feedback sessions
–Measure against agreed targets
Culture Shift
Managing and measuring performance is a
constant line management responsibility.
Part of everyday work
Why?
To provide high quality information
Without which we cannot measure and
improve
Otherwise – Why bother
Think ‘now’
• Re-examine what traditional appraisal achieves
• Examine cost benefit
• Are you achieving a Return on Investment?
• Does it fit with your view of tomorrow?
• Does it reflect declared values?
• Is it fit for purpose?
• Let’s
– Open the debate
– Seek views
Questions?
• Thank you for your time!

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Death of appraisal - Webinar

  • 1. Death of Appraisal Charles Wilson The Webinar will begin shortly
  • 2. Agenda • Welcome • Housekeeping notes • Session starts • Q&A • End of webinar
  • 3. Housekeeping • Slides will be available on our SlideShare page, link will be emailed to you • Recording of the webinar will be available to download, link will be emailed • Take the time to complete post-webinar survey that will pop up at the end • You can type your questions throughout the session • Time will be allocated in the end for the speaker to address your questions
  • 5. Key Principles - Performance Management • Process of PM – create not destroy value • PM fits the goals – effectiveness – efficiency – quality –equity • Primary Aim of PM – Improve quality & performance measurement – Allow focus on targets – Motivate – Support • Openness
  • 6. Appraisal Negatives • Drive towards standardisation • Apportion blame • Top down departmental process of accountability.
  • 7. International opinion • 2013 -23% above average in conduct of reviews • 95% managers dissatisfied • 90% HR heads – ‘do not yield accurate info’ • Not identifying and managing talent Common Criticisms – Misleading – Complex – Time and money – Damaging to people
  • 8. Key Questions • Why do it? • What is being achieved? • Cost –Time –Money –Morale
  • 9. Information gathered? • Approx indication as to quality of people • Training Need – limited • Succession Planning information • Movement in pay • Promotions • ID problem people • How much actual work measurement is done?
  • 10. Ranking • Appears logical -Remains the common system • Triggers ‘fight’ or ‘flight’ – Miss-used – subjective opinion masked by ‘evidence’ – Puts people into ‘Boxes’ – Seen as consistent to match performance & reward We are all people • How do you find it? • Personally - demotivating - exhausting
  • 12. 1st Miss • Us and how we feel • Ranking produces aggressive defence • Even the best of intentions.......... “I’m pleased to say that you are ranked ‘GOOD’ this year’ BOXED! Employee knows the system and will assume that others were ranked ‘very good’ or even ‘excellent’ Result.........??????
  • 13. 2nd Miss – Stanford thinking Two mindsets about growth/learning 1. ‘fixed’ 2. ‘growth’ In 1 – born smart or not In 2 – Learn – grow-improve Work - ‘fixed’ prevails – majority will avoid stretching goals - seen as an invitation to fail
  • 14. The Re-think • Listen to staff • Talk – structured • Look at facts – achievements – progress – measurable outcomes for teams and individuals • Teams – self direction • Keep what’s working – Objectives – goal setting – competencies – (N.B. The ‘menu’ approach)
  • 15. Re-think • Remove the threat • Provide guidelines to structured conversations • Talk • Record • Monitor progress or lack of it • Train for feedback not boxing – ‘the growth mind-set’
  • 16. What to do? • Scrap the structured approach • Move to continuous feedback –Shared responsibility • Document personal progress/contribution –Frequent short feedback sessions –Measure against agreed targets
  • 17. Culture Shift Managing and measuring performance is a constant line management responsibility. Part of everyday work Why? To provide high quality information Without which we cannot measure and improve Otherwise – Why bother
  • 18. Think ‘now’ • Re-examine what traditional appraisal achieves • Examine cost benefit • Are you achieving a Return on Investment? • Does it fit with your view of tomorrow? • Does it reflect declared values? • Is it fit for purpose? • Let’s – Open the debate – Seek views
  • 20. • Thank you for your time!