Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
8. 8
The way in which someone or something
functions.
— The American Heritage Dictionary of the English Language
PERFORMANCE
9. 9
PERFORMANCE APPRAISAL
… a method by which the job performance of
an employee is documented and evaluated.
Performance appraisals are a part of career
development and consist of regular reviews of
employee performance within organizations.
— Wikipedia
10. THIS IS ATRUE STORY
ONLYTHE NAMES, EVENT LOCATION
AND DETAILS HAVE BEEN CHANGED.
10
21. 21Human nature generally answers
external coercion with a
countercoercion. It seeks its
satisfaction not in rewards for
obedience and docility, but aims to
prove that its own means of
power are stronger.
— Alfred Adler
— The Individual Psychology of Alfred Adler, 1964
23. More control
๏ Mandatory
๏ Documented
๏ Administered by Management
๏ Holds people accountabile for past goals
๏ Requires signature
๏ Is tied to decision about pay,
advancement, promotion, layoff
24. Decisions 24
๏ Developing employees
๏ Goals setting and motivating
๏ Learning through feedback
๏ Rewarding the best
๏ Addressing the week
๏ Identify Talent
๏ Determining internal suitability
_Photo by Victoria Heath on Unsplash_
25. Questions 25
๏ How am I doing?
๏ How do I compare to others?
๏ Am I promotable?
๏ Where I will be if the downsizing comes?
๏ Where I will be if the company grows?
_Photo by Bench Accounting on Unsplash_
26. A performance appraisal is
about believing that
others hold the secret
to your own worth.
— Dick Richards
— Artful Work
26
_Photo by Jay Wennington on Unsplash_
30. We live our lives in web
of interdependence
and yet we keep telling
ourselves that we are
independent.
— Peter Scholtes
—
30
31. 31
Employees’ risks are hidden.
…small variations make them
adapt and change continuously by
learning from the environment
and being, sort of, continuously
under pressure to be fit.
— Nassim N. Taleb
— Antifragile: Things That Gain from Disorder
34. Improving the individual’s
performance will improve the
performance of the system
34
94%
Belongs to the system
(responsibility of management)
6%
Special
– W. Edwards Deming
Out of the crisis
Assumption:
35. It is possible to adequately
distinguish and individual’s
performance from the situational
constraints (the system)
35
X + (YX) = individual performance outcome
X = the contribution of the individual,
Y = the effect of the system
– W. Edwards Deming
The New Economics
Assumption:
37. Employees’ performance follow a
normal distribution curve.
37
_ The Myth Of The Bell Curve: Look For The Hyper-Performers - http://bit.ly/2f2QFVY _
Assumption:
38. Rating and ranking are
effective motivational and
coaching tools.
38
0
25
50
75
100
PERCEIVED RATED
_Leanne E. Atwater, “The Advantages and Pitfalls of Self-Assessment In Organizations” (1998)_
Assumption:
39. Rating and ranking are
effective motivational and
coaching tools.
39
0
25
50
75
100
PERCEIVED RATED
_Jone L. Pearce and Lyman W. Porter, “Employee Responses to Formal Appraisal Feedback” (1986)_
Assumption:
44. 44
Positive feedback
Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)
It’s conveying information that something was done
incorrectly or inadequately
feedback
45. 45
feedback
Positive feedback
Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)
It’s conveying information that something was done
incorrectly or inadequately
_Photo by Ray Hennessy on Unsplash_
46. There’s feedback all around
you – if you pay attention.
If you’re not getting enough
feedback, ask for it.
— Anne Saunier
— (Fast Company)
46
_Photo by Ray Hennessy on Unsplash_
47. 47
Effective
Feedback
๏ Credible source
๏ Trustworthy
๏ Good intentions
๏ Appropriate timing and circumstances
๏ Personal and interactive
๏ Clear message
๏ Helpful
_Photo by Ray Hennessy on Unsplash_
50. Praise is evaluation and jugment
Praise is a form of giving status
Focus on praise rather than the goal
It’s used to sugarcoat blame
Put distance between people
Tends to terminate rather than
encourage communication
50
positive feedback can
be de-motivating
52. No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
52
53. No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
53
54. 54
— Alfie Kohn at The Oprah Show
— The Edward Deci experiment
_ https://www.youtube.com/watch?v=_6wwReKUYmw_
55. 55
Money is not a motivator
but it is a powerful
de-motivator
56. 56
Money is not a motivator
but it is a powerful
de-motivator
C B A
! ! !
57. !
57
Money is not a motivator
but it is a powerful
de-motivator
C B A
! ! !
Rewarding contribution
Avoiding demotivation
58. The “Equity Effort”
✓ What we put in (inputs)
✓ What we get (outputs)
✓ Compared to the inputs and
outputs of other people similarly
situated.
— Jerald Greenberg and Robert A. Baron
— Behavior in Organizations, 1995
58
59. 59
How can we have a
highly motivated
workforce?
_ http://omoss.io/work/verizondoor_
60. If you want people to do a
good job, give them a good job
to do.
— Frederick Herzberg
— Workers’ Needs: The Same Around The World
60
61. 61
Motivation is the desire
someone has to do something,
and no one can create that
desire in another human
being.
65. By simply looking
at something that somebdoy
has done… that seems to be
quite sufficienct to
dramatically improve people’s
motivations.
— Dan Ariely
— What Makes Us Feel Good About Work
— TEDx RiodelaPlata 2012
65
68. 68
People tend to think about what
they don’t have.
“Do everything in your power
“to help them put money
“out of their minds.”
— Alfie Kohn
— Punished by Rewads
_Photo by Cameron Stow on Unsplash_
72. 72Goals can be motivating when
there is acceptance and
commitment.
Participation in goal setting can
increase acceptance but
acceptance does not assure
commitment.
Acceptance cannot be forced—it
must be genuinely voluntary to be
effective.
79. Choice has the power to unleash the
imagination of a hamstrung work
force, stimulate growth, foster
creativity, enhance personal worth,
fulfill dreams, or realize the things we
hold to be self-evident.
79
— James Morrison
— The Stuff Americans Are Made Of
80. Real choice builds and binds.
It fosters respect and enhances
loyalty. Choice guarantees
engagement—the precondition for
sustaining performance.
80
— James Morrison
— The Stuff Americans Are Made Of
81. THIS IS ATRUE STORY
ONLYTHE NAMES, EVENT LOCATION
AND DETAILS HAVE BEEN CHANGED.
81
84. The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds –
with no programs.
— Daniel Quinn
— The story of B
92
_Photo by JC Dela Cuesta on Unsplash_
85. The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds –
with no programs.
Marco Calzolari
@marcocalzolari
@agilereloaded
PERFORMANCE E POTENZIALE DELLE PERSONE:
QUANTIFICARE IL NON MISURABILE
BETTERMANAGEMENT
PISA – Nov 23, 2017