todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck
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| todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck [2016/08/17 18:29] – created hpsamios | todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck [2020/06/02 14:22] (current) – external edit 127.0.0.1 | ||
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| ====== Action / Learning ====== | ====== Action / Learning ====== | ||
| - | * Excellent | + | * Offers up an approach that allows you to leverage performance appraisal systems that will help move agile |
| + | * Rather than ignore HR (standard agile approach) idea is to engage with HR to move process in right direction | ||
| + | * Like idea of splitting impact from behaviors and the definition of impact | ||
| + | * Like the idea of using shu-ha-ri type model to define improvements | ||
| + | * Like the idea of using " | ||
| + | * Like the idea that when you go to a new level (promotion) you should treat it like it is a new job and so you are automatically at " | ||
| ====== Presentation ====== | ====== Presentation ====== | ||
| Line 24: | Line 29: | ||
| ====== Notes ====== | ====== Notes ====== | ||
| - | Traditional approach Management by objectives | + | Traditional approach |
| + | Corporate | ||
| - | Problem with smart objectives " | + | Driven through "SMART objectives" |
| + | Problem with SMART objectives | ||
| - | Sos - smart objectives suck Don't comprehend uncertainty Unintended consequences Myopic approach to career coaching Behind every objective is a subjective DUMB | + | Joke: " |
| - | Deming - abolish performance reviews Didn't say what to replace it with | + | SMART Objectives are in fact DUMB |
| - | Guiding principles | + | * (D)on' |
| + | * (U)nintended consequences | ||
| + | * (M)yopic approach to career coaching | ||
| + | * (B)ehind every objective is a subjective interpretation | ||
| - | Value are what we value Things we say we value is what we should reward | + | Deming - abolish performance reviews |
| + | But he didn' | ||
| + | This organization pulled together a different approach | ||
| - | Five core responsibilities Deliver technical solos Partner with customer stakeholder Collaborate with teammates Build quality in Take initiative and innovate | + | Guiding principles |
| - | Impact | + | * Value are what we value |
| + | * Things we say we value is what we should reward | ||
| - | As manager Coach foster develop | + | Five core responsibilities for people |
| - | As employer Evolve develop seize | + | * Deliver within technical solos |
| + | * Partner with customer stakeholder | ||
| + | * Collaborate with teammates | ||
| + | * Build quality in | ||
| + | * Take the initiative and innovate | ||
| - | With promotion comes higher expectations New job Not a reward for longevity | + | Impact is primary measure of career growth |
| + | Impact is defined as " | ||
| - | We value career development over performance ratings | + | The role of a manager is to " |
| - | Career growth | + | The role of an employee |
| - | What we did | + | With promotion comes higher expectations as it is a new job (you can expect to have a lot of development opportunities when you move into a new job) |
| + | Promotion is not a reward for longevity | ||
| - | Discovered core responsibilities | + | We value career development over performance ratings |
| - | Delivery Business engagement Teamwork Quality Initiative and innovation | + | Career growth is critical |
| + | It is based on rich conversations | ||
| - | Expectations by level With direction With support Self directed Leader Mentor | + | What we did: |
| - | Core responsibilities | + | * Discovered core responsibilities |
| + | * Delivery | ||
| + | * Business engagement | ||
| + | * Teamwork | ||
| + | * Quality | ||
| + | * Initiative and innovation | ||
| + | * Developed expectations by level | ||
| + | * With direction | ||
| + | * With support | ||
| + | * Self directed | ||
| + | * Leader | ||
| + | * Mentor | ||
| Work closely with HR Educate in agile (better than they think we are) | Work closely with HR Educate in agile (better than they think we are) | ||
| - | Smart objectives | + | Replaced SMART objectives |
| - | Performance model | + | Performance model: |
| {{: | {{: | ||
| Line 70: | Line 101: | ||
| Red line is expectation line Senior guy is self directed | Red line is expectation line Senior guy is self directed | ||
| - | Visual | + | Managers found the visual |
| - | Coach behaviors But want impact One expected to drive the other but may not | + | Coach behaviors |
| + | But want impact | ||
| + | One expected to drive the other but may not | ||
| Use strength to help the weakness | Use strength to help the weakness | ||
| - | Managers | + | Managers |
| - | Colleges 73% liked core responsibilities vs smart 57% think helped on career | + | * How do managers like it - 100% really |
| + | * Meaningful | ||
| + | * Improved perception of performance review - 92% | ||
| - | Challenges integrating with HR system | + | Employees view: |
| - | HR ratings are about performance over career growth Coarse grade vs linear scale Redundant paperwork Title inconsistency in the company | + | * 73% liked core responsibilities |
| + | * 57% think helped on career development | ||
| + | * 68% "my manager helped me what needed to get to next level" | ||
| + | Challenges when integrating with HR system | ||
| + | * HR ratings are about performance over career growth | ||
| + | * Coarse grade vs linear scale | ||
| + | * Possibility of redundant paperwork as this was rolled out | ||
| + | * Possibility of title inconsistency in the company (new vs old) | ||
| - | {{tag> | ||
| - | ~~LINKBACK~~ | + | {{tag> |
| - | ~~DISCUSSION~~ | + | |
/home/hpsamios/hanssamios.com/dokuwiki/data/attic/todd_little_and_andrew_tuttle_-_performance_reviews_that_don_t_suck.1471483762.txt.gz · Last modified: 2020/06/02 14:28 (external edit)