The Performance Management Revolution
20161004 HBR Study
Peter Cappelli & Anna Tavis
https://hbr.org/2016/10/the-performance-management-revolution
Example of Today : 9 Box rating with quota
4 | 7 | 9 |
2 | 5 | 8 |
1 | 3 | 6 |
Attitude
Achievement
Performance management of today
a Deloitte manager referred to the review process as “an investment of 1.8 million hours across the firm that didn’t fit our business needs anymore.”
One Washington Post business writer called it a “rite of corporate kabuki” that restricts creativity, generates mountains of paperwork, and serves no real purpose.
History of Performance Management : Accountability vs Development 1/3
History of Performance Management : Accountability vs Development 2/3
The Agile Manifesto : a new way of thinking of performance (2001)
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
History of Performance Management : Accountability vs Development 3/3
Reasons to Drop Appraisals
: Challenges when doing so
3 Reason to Drop
Challenges that persist
Aligning individual and personal goal
Identifying poor performers
Managing the feedback
The Hybrid Way
Annual Review -> Milestone Review + Annual Summary
Individual performance -> Holistic performance
One dimensional -> Multidimensional