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Reinventing Performance Management

The document discusses reinventing performance management by shifting away from past-focused annual ratings and toward continuous feedback focused on future performance. It notes a lack of trust in current systems and that most time is spent on ratings rather than career development. A new system aims to recognize performance through compensation, see it through frequent check-ins, and fuel it by discussing future actions rather than skills. Implementation involves managers answering four questions regularly and using performance snapshots. Benchmark examples from Google, Adobe, and Cargill shift to continuous feedback models that improve employee experience, engagement, and retention.

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Faraaz Saeed
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149 views8 pages

Reinventing Performance Management

The document discusses reinventing performance management by shifting away from past-focused annual ratings and toward continuous feedback focused on future performance. It notes a lack of trust in current systems and that most time is spent on ratings rather than career development. A new system aims to recognize performance through compensation, see it through frequent check-ins, and fuel it by discussing future actions rather than skills. Implementation involves managers answering four questions regularly and using performance snapshots. Benchmark examples from Google, Adobe, and Cargill shift to continuous feedback models that improve employee experience, engagement, and retention.

Uploaded by

Faraaz Saeed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Reinventing Performance

Management
The Problem

▪ Lack of trust among employees in the current


performance management system
▪ Need to shift focus on fuelling performance in future
rather than assessing in the past
▪ 3 pieces of evidence:
▫ Counting of hours
▫ Science of ratings
▫ Study of the oraganization

2
The Problem

Counting of Hours Science of Rating Study of Organization


▪ Conversation about ▪ Variance in ratings due ▪ High-performing
year-end rating less to individual rater’s employees believe they
valuable than that about perception have a chance to use
actual real-time ▪ Ratings reveal more their strengths at work
performance about rater than ratee every-day
▪ Close to 2 million hours
spent on performance
management and most
of it on ratings rather
than future
performance and
career of employees
3
Redesign of Performance Management System

Objectives
▪ Recognize Performance through variable compensation

▪ See the performance


2 issues:
▫ Idiosyncratic effect
▫ Need to streamline traditional process of evaluation and rating

▪ Fuel Performance by weekly check-in


4
Implementation

▪ Ask team leader not about skills but about future actions with
respect to each person
▪ 4 questions:
▫ Awarding compensation and bonus
▫ I want him on my team
▫ Risk of low performance
▫ Readiness for promotion
▪ Using performance snapshots
▪ Frequent interaction of employee with their team leaders
▪ Check-ins initiated by the team member rather than team leader
5
Implementation

▪ Ask team leader not about skills but about future actions with
respect to each person
▪ 4 questions:
▫ Awarding compensation and bonus
▫ I want him on my team
▫ Risk of low performance
▫ Readiness for promotion
▪ Using performance snapshots
▪ Frequent interaction of employee with their team leaders
▪ Check-ins initiated by the team member rather than team leader
6
Benchmarking

▪ Google: Project Oxygen, uncovered eight traits that Google managers must
possess, ranked in order of importance. If an initiative falls on its head, instead
of an individual employee being blamed, it's seen as a failure of management.
▪ Adobe: Adobe introduced “Check-in” its performance management system, to
enable seamless performance reviews and to transform the employee
experience within the company. The company was able to cut voluntary
turnover of employees by over 30 %
▪ Cargill: Cargill implemented “Everyday Performance Management”. Cargill
decided that effective performance management needs to be a continuous
process: out with the old school document-heavy annual review. Daily activity
and practices were now to be used as predictors of performance management
quality. 70 % employees felt valued as a result of the continuous performance
discussions with their manager. 7
THANK YOU

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