Erin Garcia
Here are some research articles on the topic.
The triggers for this experiment was that we found nothing out there to copy (that would have been much better and easier). Sure, there are books and blogs dwelling on the negatives of performance reviews, but their solutions are too impractical to implement often ignoring the need for solid performance feedback.
If there's one theme that sticks out in my mind following last week's Radford IMPACT 14 conference, it's the notion that performance ratings might be on their way out. For example, all four companies represented on our human resources leadership panel (Juniper Networks, Pandora Media, Regeneron Pharmaceuticals and Workday) said their companies do not use performance ratings or rankings, and have not done so for some time - if ever.
Most companies hand out bonuses at the end of the year, and many of them do so as a form of profit sharing. But IGN Entertainment, a division of News Corp. that creates content and communities for gamers, has developed an innovative system where it's the employees themselves who help decide how much of those profits should go to each worker.
Evidence is mounting that conventional approaches to strategic human capital management are broken. This is particularly true for performance management (PM) systems-the appraisal approaches in which employees (working with their managers) set goals for the year; managers interview others who have worked with them and write up an appraisal; employees are rated and ranked numerically; and salary, bonus, and promotion opportunities are awarded accordingly.
These articles tell us that being rated invokes a debilitating flight-or-fight response and that ratings are so biased as to not be worth gathering at all. They suggest that a "ratingless" system is far more virtuous and effective. Both in theory and in reality these arguments fail. Download "We Love Ratings!"
Excerpted from the book The Crowd Sourced Performance Review by Eric Mosley. Copyright © 2013 by Eric Mosley. Reprinted with permission of McGraw Hill Education. Traditional performance reviews are typically written by one manager, based on the insights and observations of that manager, and conducted by that manager.
We can see this beautiful tree from our bedroom window. In fact, it's so beautiful we call it the Beauty Tree. It practically sings with vitality and life; in spring and summer its leaves are glossy green with health, and the patterns of sunlight falling through its branches create a kaleidoscopic display of jewel tones and velvety shadows.
Replacing ruthless "rank and yank" performance appraisal systems with talent management practices focused on continuous feedback and development can help increase employee engagement, performance, and retention. Forced ranking, the performance appraisal system championed by Jack Welch in the 1980s, has long sparked controversy.
This is an excerpt from Scaling Up Excellence, which Huggy Rao and I published earlier this week. Our research revealed that scaling is a problem of both more and less. The best organizations construe it as more than a process of expanding their reach to more people and places.
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May 7, 2013 - 9 minute read - Posted by Wendy We all know that everyone hates performance reviews, they are archaic, and there is a tone of research showing that companies will do much better without them. Many empowering companies like Linkedin and HootSuite have eliminated traditional reviews from their performance management process.
Back in February I wrote a post "Not Even Pay-for-Performance is Safe". It mentioned some companies that are taking a new approach to performance appraisals, performance ratings, merit budgets, etc. Most articles on this have not provided much, if any, detail on how the compensation side of it works.
This post is meant to "stir the pot". So grab a cup of coffee, sit back and be sure you have the modern day equivalent of "smelling salts" handy. There have been countless articles on the problems with performance appraisals (PA's) and the need to either do away with them entirely or "fix" them.
My last post documented my frustration with the performance-review process. But I don't like to complain about something that doesn't work without thinking of a replacement, so over the last several years, I've developed a new model I call performance coaching. Here's how it works.
In his book, Get Rid of the Performance Review: How Companies Can Stop Intimidating, Start Managing and Focus on What Really Matters , Samuel Culbert, professor at UCLA Anderson School of Management, calls traditional employee reviews "destructive and fraudulent" displays of "power and subordination." Is that just one man's opinion?
During the last year there has been a tsunami of interest among HR managers to revamp, redesign, or eliminate the performance appraisal process. And for good reason: our research shows that more than 70% of all organizations dislike the process they have and I have yet to talk with an employee or manager who likes it at all (one client calls it a "soul-crushing exercise").Is this process doomed?
There is a long standing belief in business that people performance follows the Bell Curve (also called the Normal Distribution). This belief has been embedded in many business practices: performance appraisals, compensation models, and even how we get graded in school. (Remember "grading by the curve?") Research shows that this statistical model, while easy to [...]
DALLAS-"Few things come out lower on employee engagement surveys than performance appraisals, but we do them because the data is needed" to ensure fairness with compensation, promotions-or terminations, said Dick Grote of Grote Consulting Corp., during his presentation at the 2014 WorldatWork Total Rewards Conference, held here May 19-21.
Career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don't: Traditional rewards aren't always as effective as we think. Listen for illuminating stories -- and maybe, a way forward.
How one company is rethinking peer feedback and the annual review, and trying to design a system to fuel improvement
Known as "the man behind Google Docs," Sam Schillace has quite literally changed the way teams work together. Now as SVP of Engineering at , he's applying the same systematic, collaborative thinking to build a culture of extremely high performance - all while doubling the size of the company's engineering organization.
Four years ago, Adobe Systems Inc. used the type of traditional performance review system that a vast majority of companies still use. Its 11,000 employees were ranked on a scale of 1 to 4 in what one Adobe manager describes as a "soul-crushing exercise."
