Many in the agile community suggest abandoning performance reviews, but few offer suggestions for alternatives. A large percentage of software developers work in an enterprise environment where performance reviews are mandated. What if you could do performance reviews that will honor agile values and not only suck less, but actually provide value to the individual and the organization? We have rolled out such a system successfully with strong support across the enterprise–from the individual colleagues, to people leaders, and even including HR. We will demonstrate the principles and the specific implementation of our system which you can tailor to your organization’s values and constraints.

Learning Outcomes: How to go about designing a performance management system that honors agile values and actually provides value to both the organization and the individuals.

• Content rating (0-no new ideas, 5 - a new ideas/approach, 9-new ideas): 7
• Style rating (0-average presentstion, 5 - my level, 9-I learned something about presenting): 5

• Excellent - get in touch with Todd re background

Direct copy: https://submissions.agilealliance.org/attachments/2575

My copy: performance_reviews_that_dont_suck.pdf

Traditional approach Management by objectives Corp objectives drive objectives and pay SMART objectives

Problem with smart objectives “I'm going to code me up a new minivan” Deliver feature X by date y

Sos - smart objectives suck Don't comprehend uncertainty Unintended consequences Myopic approach to career coaching Behind every objective is a subjective DUMB

Deming - abolish performance reviews Didn't say what to replace it with

Guiding principles

Value are what we value Things we say we value is what we should reward

Five core responsibilities Deliver technical solos Partner with customer stakeholder Collaborate with teammates Build quality in Take initiative and innovate

Impact is primary measure of career growth Impact = behavior plus skills plus opportunity

As manager Coach foster develop

As employer Evolve develop seize

With promotion comes higher expectations New job Not a reward for longevity

We value career development over performance ratings

Career growth is critical Rich conversations

What we did

Discovered core responsibilities

Delivery Business engagement Teamwork Quality Initiative and innovation

Expectations by level With direction With support Self directed Leader Mentor

Core responsibilities framework

Work closely with HR Educate in agile (better than they think we are)

Smart objectives → core responsibilities

Performance model

Red line is expectation line Senior guy is self directed

Visual format helpful

Coach behaviors But want impact One expected to drive the other but may not

Use strength to help the weakness

Managers How do managers like it - 100% really liked it Meaningful career development - 85% Improved perception of performance review - 92%

Colleges 73% liked core responsibilities vs smart 57% think helped on career dev 68% my manager helped me what needed to get to next level

Challenges integrating with HR system

HR ratings are about performance over career growth Coarse grade vs linear scale Redundant paperwork Title inconsistency in the company

~~LINKBACK~~ ~~DISCUSSION~~