OBJECTIVES Problem

Recognize Fuel Performance

Performance
Existing process of evaluating employees was
found to be out of steps with the objectives

See it clearly

58% executives in a survey believed it drove

neither employee engagement nor high
performance

Three pieces of Evidence Common reliance on cascading

objectives

Controlled Backward-looking assessments

Reviewing study
Counting of Once-a-year rankings and reviews
science of within the
hours
ratings organizatio
n 360-degree-feedback tools
 Counting of Hours Rating

Form completing, holding meetings, and creating

ratings consumed 2 million hours/year
A new
A study Need for evaluation of
suggested that capturing leaders’ rating based on
Largely on leaders’ discussions behind closed view on
rating revealed capturing
doors about outcomes performance
more about the devoid of performance at
rater than about “idiosyncratic a pt of time,
the ratee ‘performance
Analysing rater effects”
snapshots’
Need of spending more time on talking to people Evidence

Controlled Study

Deloitte identified 60 Realized the need of

Study was based on high performing teams allowing people use
previous research (1287 employees), their strengths – in
performed in the 1990s representing all parts of teams characterized by
by Gallup the company. 1,954 - great clarity of purpose
control group. and expectations.
 Recognize Performance
Instead of increasing number of
opinions, sticking to immediate
team leader only
Not asking about the skills of team
members but leader’s future action
for them
Refining the wordings of the
statements through successive tests,
to clearly highlight difference among
individuals and reliably measure
performance
See Clearly
Rich stream of data for leaders’
discussion – successive planning,
development path, performance-
pattern analysis, etc.
Possibility of shifting from 2 M hour
of talking about the rating to about
people – from ascertaining facts of
the performance to what can be
done about those facts
Factor in uncountable data like
difficulty of projects given,
contribution to the org other than
formal projects, especially for comp
Fuel Performance
Every team leader to check in with
each team member once a week –
strong correlation b/w frequency
and engagement
Measuring and rewarding
performance is great, but still more
important is improving that
performance
A system allowing members to
explore and share their strengths
through a self assessment tool. Aim
for frequent use of the system
(weekly)
Performance Intelligence
I would give always want this
Future-focused statements
person on my team/give highest
possible compensation

Each dot represents an

individual

Decision maker can click Thisperson

This person is ready
ready for
for
on it to see person’s promotion today
promotion today
name and “performance
snapshots”

Useful for considering

important talent-related
decisions

This person is at risk of low

performance
 Performance Snapshots Transparency

The criteria Minimize idiosyncratic effect

• Generate range, extreme questions When organization collect data, especially in
Issue numbers, people feel entitled to know about it
• Each question about one concept

The Rater Team Leader

• Are the closest to the performance of ratees
• By virtue their roles require subjective judgement

Responses were kept private to capture unfiltered

Testing Validity testing and range of responses Take assessments
• Questions collectively should test underlying theory
• Makes it possible to find correlations with outcome measured

Frequency Snapshot at the end of each project

• Longer projects – quarterly
• Balance between tight evaluation and survey fatigue
To capture an individual in as much diversity as
Aim possible – do away with limiting to one number
Transparency Tendency to sugar-coat
• If team members saw every data point
• Aim to share more at the end of the year than less – still to be figured
 Benchmarking
Adobe
Problem
• Annual performance reviews
usually consumed a lot of
time, effort and resources.
Year end • Furthermore, it was not
rating giving the desired business
return for the time and
resources elapsed
Solution
• Adobe changed its methodology
and stopped doing annual reviews.
• Instead, it started with regular
check-ins to measure the
performance
• It also moved ahead with proposing No yearly
a light weight process which served review to
the business goals and results rather regular
than distracted it. check-ins
 Accenture

Problem Solution

• CEO of Accenture said that • Accenture has planned to

performance analysis of your implement a more flexible system
employees once a year, doesn’t which would allow the employees to
make sense. get immediate feedback on
• It is an ongoing process and continuous basis upon their work
employees want to know
whether they are doing things
right on a regular basis.
• A continuous/instant Flexible Agile
performance management
system should be incorporated
Benchmarking
General Electric (GE)
Problem
• GE has removed the process of
stacked rankings and firing the
bottom 10 percent of the work
force each year.
• They are also removing
performance reviews, as the
current workforce wants
continuous feedback at a faster
rate.
Solution
• GE is transitioning from traditional
management to more connection
oriented management.
• They are focusing on people who
are more motivated by connection,
inspiration and developing a bond
among their colleagues which leads
to their development and growth
THANK YOU