How to shift the focus from annual evaluation and rankings to continuous feedback and development
Methods to make performance management more collaborative, social and faster moving
A tested and proven approach to more agile Performance Management
While the conversation about reinventing performance management is important in terms of making real changes to support the new world of work, sometimes it tends to go around in circles. On one hand there are those that say we all hate performance reviews and ratings and rankings do more harm than good and are a tremendous waste of time. The other side points out that performance management data and documentation is critical to workforce planning, compensation, development and retention. Is it really?
One culprit for this incessant back-and-forth is the lack of a sound strategy, compelling reason and leadership buy-in for overhauling performance management. Within an organization that is radically changing their industry, talent management leaders at T-Mobile could not be in this camp. They made clear from day one that a new, more streamlined approach was needed to support the transformation of a fast paced business intending to grow at lightning speed. The resulting approach, AMP, deconstructed and broke out of the traditional modes of performance management and shifted to a focus on the aspects that make the biggest impact on employee development and performance.
Is it possible to utter the phrase 'Performance Review' without shuddering with dread? Why does this process evoke a similar response as dragging fingernails on a chalkboard? Attend this discussion to help hack performance management and brainstorm ways to make it more useful and less painful.
October 15, 2015 | Jenna Filipkowski | Human Capital Institute
In this signature research, conducted in partnership between the Human Capital Institute and Lee Hecht Harrison, we explore the current and planned future state of performance management and the importance of manager accountability. In a ...