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The Evolution of Performance Management

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The Evolution of Performance Management

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Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.

Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.

What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?

Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.

You will learn:

The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process

Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.

Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.

What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?

Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.

You will learn:

The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process

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The Evolution of Performance Management

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  7. 7. THE EVOLUTION OF PERFORMANCE MANAGEMENT September  22,  2016   MELANIE SCHREMS ROB SCHMITTER
  8. 8. Melanie Schrems Strategist  and  Consultant,  Globoforce   Rob Schmitter Solu;ons  Architect,  Globoforce  
  9. 9. AGENDA • History of performance management • Current state of the annual performance review • New research and cutting-edge practices • Rise of teams, crowdsourced feedback and its impact on performance management
  10. 10. What is your company’s practice today for annual performance reviews? o  We have a traditional approach and have no plans to change o  We are currently exploring alternative methods o  We don’t do annual reviews, rather more frequent check-ins, but still use performance ratings o  We don’t do annual reviews, rather more frequent check-ins, and have abandoned performance ratings POLL QUESTION 1
  11. 11. A BRIEF HISTORY
  12. 12. ANNUAL PERFORMANCE REVIEW – THEN 1950 Performance Rating Act Purpose was to ensure that performance ratings were used to recognize merit and contributions to efficient operation; to strengthen supervisor-subordinate relationships; and to improve individual effectiveness. 1954 Incentive Rewards Act Authorized honorary recognition and cash payments for superior accomplishment, suggestions, inventions, special acts or services, or other personal efforts
  13. 13. ANNUAL PERFORMANCE REVIEW – NOW 95%   70%   of managers dissatisfied with the performance management process DO NOT believe their company’s PM system improved performance 90%   HR heads believe PM process does not yield accurate information
  14. 14. RECKLESS WASTE OF TIME & MONEY 200 # of hours the average manager spends on performance review activities 25 business days 3M average spend on reviews for a 10,000- employee company
  15. 15. PSYCHOLOGICAL IMPACT Fight or flight mode •  50% surprised at their rating •  Of those, 90% are unhappy because they expected a higher rating – their engagement drops by 23% Fixed mindset vs. growth mindset
  16. 16. AND THE ‘SHORTFALL’ LIST GOES ON •  Not developmental •  Not aligned with the changing workforce demographic preferences •  Considers limited perspectives •  Subject to social cognition biases •  Failure to evolve with shifting business priorities
  17. 17. CUTTING EDGE PRACTICES
  18. 18. CUTTING EDGE PM PRACTICES •  Frequent check-ins and a brief annual summary •  Employees use a mobile app, PD@GE, to give one another feedback at any time •  Pilot groups are trying reviews without ratings •  Emphasis on coaching throughout with a positive tone – growth mindset
  19. 19. CUTTING EDGE PM PRACTICES •  A shift from annual forced ranking to more frequent, informal conversations between managers and colleagues •  Fewer valued staff leaving and increase in “involuntary, non- regrettable attrition” •  Retaining the right people
  20. 20. CUTTING EDGE PM PRACTICES •  No longer reliant on annual review •  Employees receive regular feedback from managers on progress •  Goals adjusted throughout the year •  Encourage greater speed, creativity and teamwork
  21. 21. RATINGLESS APPRAISALS ONGOING FEEDBACK CROWDSOURCED FEEDBACK CUTTING EDGE PRACTICES
  22. 22. RESEARCH SHOWS… •  97%  or  organiza;ons  use  ongoing  feedback   •  50%  of  organiza;ons  surveyed  use  ra;ngless   appraisal   •  25%  use  crowdsourced  feedback   The  most  effec6ve  combina6on  of  prac6ces  was   the  use  of  all  three  cuAng-­‐edge  prac6ces  or  the   use  of  ongoing  feedback  plus  crowd-­‐sourced   feedback      
  23. 23. What cutting-edge performance management practices is your company using today? o  Ongoing feedback only o  Ratingless reviews only o  Crowd-sourced feedback only o  All three or a combination of these practices o  None of these practices POLL QUESTION 2
  24. 24. WHY NOW: ONGOING FEEDBACK •  Helps  build  posi;ve  rela;onships   between  managers  and   colleagues   •  Helps  to  solve  problems  in  real   ;me   •  Fits  the  fast-­‐paced  strategy  of   many  businesses   •  Increases  focus  on  development   •  Leads  to  more  valid  performance   reviews  and  beLer  pay  for   performance   •  Helps  create  a  posi;ve  feedback   culture  
  25. 25. WHY NOW: RATINGLESS REVIEW •  Ra;ngs  demo;vate  -­‐  Fight  or   flight  response   •  Saves  ;me   •  Allows  managers  and   employees  to  directly  address   performance  versus  ra;ngs   •  Leaves  more  room  for   discussion  around  employee   development   •  Encourages  collabora;on   versus  compe;;on    
  26. 26. WHY NOW: CROWDSOURCED FEEDBACK •  More  natural,  specific,   ;mely  and  useful   •  Fits  team-­‐based,  modern   org  designs   •  Helps  to  create  a  posi;ve   feedback  culture   •  Managers  can  leverage   feedback  captured  for  a   robust  view  of   performance  
  27. 27. RISE OF TEAMS Since  performance  exists  only  in  teams,  we  must  build   all  of  our  tools  around  iden;fying  which  teams  currently   exist  and  who  is  on  them.    If  we  don’t,  we  run  the  risk  of   con;nuing  to  do  performance  management  in  a  parallel   world  to  one  where  performance  actually  occurs.     “ -­‐  MARCUS  BUCKINGHAM  
  28. 28. HOW SOCIAL RECOGNITION SUPPORTS THIS EVOLUTION
  29. 29. CROWDSOURCED FEEDBACK AND PERFORMANCE MANAGEMENT Source: SHRM/Globoforce Employee Recognition Survey 2013 Report Would crowdsourced recognition be helpful data to incorporate into performance reviews? Which would provide a more accurate picture of employee performance? Yes, 78% No, 22% Feedb ack from supervi Feedb ack from manag
  30. 30. PRAISE + PRIZE = POWERFUL MOTIVATOR Source: SHRM/Globoforce Employee Recognition Survey 2013 Report 6%   94%   0%   20%   40%   60%   80%   100%   Negative Feedback Positive Feedback What has a greater impact on performance – negative or positive feedback? 83%   17%   0%   20%   40%   60%   80%   100%   Recognition with reward Recognition without reward Are employees more motivated by recognition with or without a reward?
  31. 31. RECOGNITION BOOSTS PRODUCTIVITY increase in engagement from recognizing employee performance 60% higher productivity from engaged companies 63% of best in class organizations state that employee recognition is extremely valuable in driving performance 60%
  32. 32. KEY TAKEAWAYS The evolution continues with… •  A focus on human-to-human interactions •  Frequent conversations that accommodate shifting business priorities •  An approach better aligned with motivation science •  HR providing structure and guidance Critical success factors: •  Managers need to see value in ongoing effort •  Managers need to act as coaches (may require training) •  Success of crowdsourced feedback dependent on employees understanding how to effectively give feedback
  33. 33. THANK YOU
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