Motivated and Hyper-productive Teams by Abolishing Performance Appraisals. workshop by Michael Mallete
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1 Motivated and Hyper-productive Teams by Abolishing Performance Appraisals workshop by Michael Mallete
2 about Michael Mallete formerly, Agile Coach for Sabre Airline Solutions co-training CSM courses with Bas Vodde and Emerson Mills of Odd-e VP for Consulting Services at Orange and Bronze Software Labs I do not claim to be an expert in HR practices. I am a software developer and an Agile coach until I was thrust into organizational management when I became VP for Consulting Services at Orange and Bronze Labs. This is where I had the chance to finally abolish performance appraisals and replace it with something more awesome.
3 beginning with the end in mind understand the impact of traditional performance appraisals to maturing Agile organizations formulate alternatives, with focus on increasing motivation and productivity of Agile teams
4 a workshop participants with good understanding of Agile brief lecture at the start...but is meant to be open-ended. you guys will do the work! :-) form groups, present collective thoughts when there s opportunity
5 performance appraisals... is a systematic and periodic process that assesses an individual employee s job performance and productivity in relation to certain pre-established criteria and organizational objectives. - Wikipedia Wikipedia: the most reliable source of information :-) - emphasis on periodic, for something that is scheduled and should always happen - emphasis on individual, as for Agile teams, the highlight is the collective effort of the group - emphasis on pre-established criteria, W. E. Deming: 3% of of problems have figures
6 a bit more clarification AKA performance/annual evaluation/review/ rating/management, competency modeling, 360 feedback, etc an employee is rated, judged, or described by another person periodic (annual, semi-annual, etc.) rather than per project or task everyone must follow - Do it! - various combinations of the words are synonymous - employee s behavior, work performance, traits, etc are judged by someone else, including supervisor, colleague, client, etc. - let us not include appraisals that are given on a more task-oriented way - mandatory, could be generic, or specific to different classes in the organization
7 a bit more clarification induced by incentives results are documented and kept by another personnel not directly involved in the dialogue that ensued - used for bonuses, promotions, increases, rewards, etc or for lay-offs, terminations, etc. - usually, ratings, decisions, etc., are documented and kept by the H.R. department
8 Let s make sure those who have positive point of view towards performance appraisal are well represented per group. Let s also make sure that a group has at least one Agile expert.
9 Performance appraisals, at its core, is not intended to be evil. The goals it wishes to achieve are actually worthy. We ve got a century s worth of literature on the topic since Of course we do have a decades worth of literature arguing against it.
10 But performance appraisals are uninspiring, demotivating, frustrating for both giver and receiver. A 30-minute meeting can turn an engaged, motivated individual to an exasperated, uninspired employee.
11 survey 90% of appraisal systems are unsuccessful 48% believe it is merely a second-guessing session only 5% of HR professionals says they were very satisfied - point 1, according to Society for Human Resources Management - point 2, according to Industry Week - point 3, according to Aon Consulting and the Society of Human Resources, in 1997
12 - Agile teams are self-managed. managers, supervisors, etc are a out of place - They are expected to be slightly better at understanding the skills, traits, behavior, etc. of individuals in a cross-functional team - Modern organizations have flat hierarchies. It is normal to find managers with 100 people under them. I have 80 under my watch as of the moment!
13 - How appropriate is it to wait 3, 6 or 12 months to give a feedback to someone? - Why do you need to discuss unsatisfactory behavior from months back when it s already addressed? Not to mention to have that discussion along with good feedback. - How more honest will the employee be if he knows this is going to be used for both his benefit and punishment? - For 360 feedback, how much trust will the employee put on feedback that was done anonymously?
14 I m a little worried that managers and supervisors need to arm themselves with canned phrases. Is genuine feedback that hard to do?
15 Faulty Assumptions One appraisal process can effectively serve several functions at the same time A one-size-fits-all coaching, feedback, and development structure works well for all supervisors and employees in all situations You can get commitment from a forced process The organization and supervisors are responsible for employees feedback, development and performance from the book Abolishing Performance Appraisals by Tom Coens and Mary Jenkins - overloaded with too many functions. some undercuts the other (money gets in the way of receiving feedback) - individuals have different ways of reacting to a certain coaching style. supervisors has individual styles - no commitment, no growth and improvement - anti-empowerment (supervisors are still the drivers of improvement)
16 Faulty Assumptions Appraisal process can objectively and reliably evaluate and assess individual performance Appraisals are required by law or are necessary to assure legal documentation Ratings are motivating and let people know where they stand Feedback, development, and performance improvement are annual (or quarterly events) - unreliable, bias-prone, even with good intentions. In a mature Agile team, individual output is hard to know - with a few exceptions, not necessarily - typical ratings lack information that is important of reflective of status. Everyone expects a high rate - feedback should be timely. Agilists know this by heart.
17 Faulty Assumptions People withhold effort if they are not extrinsically rewarded Inspecting individuals leads to improvement, and improving individual performance improves organizational performance - people withhold effort if they are unmotivated. People have a third drive or intrinsic motivation per Dan Pink - improvement comes from good feedback at every opportunity. Performance optimization happens at a systems level (individual level is comparable to premature optimization)
18 What do you think? Focus on why the negative impression on performance appraisals. Do you agree on the points raised? Can you add some more?
19 About Motivation. Dan Pink recommends being Agile in his book Drive to have a motivated workforce.
20 Gallup s 12 Questions 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. Do I have the opportunity to do what I do best everyday? 4. In the last seven days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? Over 25 years, Gallup Organization interviewed a million employees and asked them questions about what mattered in a workplace. The top 6 are the most powerful as these has the strongest links to business outcomes. The more positive responses, the stronger and more productive the workplace is.
21 Gallup s 12 Questions 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow?
22 If we are to do away with performance appraisals, what do we replace it with?
23 Your turn!
24 participants should start discussing by now: - Do we really need to abolish performance appraisal? Or just modify it? - Given we have a separate program for Agile adoption, what are other goals we need to aim at that performance reviews tried to achieve? - How do we achieve them?
25 - also Fifth Discipline by Peter Senge stolen from
26 Thank you! under renovation ;-(
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