Helen Rees

Its that time of year againand other culture killers

The system is
 14% of companies are
actively happy with their
performance system

52 large companies have

shifted from yearly
performance appraisals

70% of companies are

now reconsidering their
performance
management strategy
(David Rock)
WHAT PROBLEM with the review
system?
Managers dont always have the
skills or attributes they need
Perceived lack of time
Unclear on business priorities
Difficulty defining and setting performance goals
Difficulty defining performance
Below Meets Above
Lack of insight Maintains status Self-directed
Poor time quo Gives feedback
management Reliable Enthusiastic
Lack of knowledge Does the job (not Supports others
Defensive above and beyond)
Offer solutions
Poor people skills Teamwork to a
point Leader
Lays blames Accepts change
Meets safe
Lack of initiative standards Motivated
Work avoidance Competent Can work outside
Disrespectful Flexible scope
Disengaged Compliant Wants to take on
Problem focused extra
Positive and
Undermining negative Encouraging of
others
Preoccupied On time
Educator
Lack team work Goes with flow
Respectful
The challenges of feedback
Its a once a year event
What happens when an individuals goal no longer
makes sense, because the competitive landscape
has changed, but their performance ratings (and
compensation and advancement opportunities) are
all resting on completion of
these goals?

Thats not a system that promotes innovation.

Jim Whitehouse CEO Red Hat

The difficulty with ratings
One rating many competencies
Ratings are threatening
Ratings are inaccurate
We act as though the answer (can we
accurately rate a range of
competencies) is yes, with enough
training and time, people can become
reliable raters of other people.

And on this we have constructed our

entire edifice of HR systems and
processes.

Marcus Buckingham (Feb 2015 HBR.org)

Ratings are not about the
employee
 Idiosyncratic Rater Effect

61% of a managers rating of

another is a reflection of themselves
30% of performance reviews decrease employee
performance (The psychological bulletin),

90% of reviews are seen as painful and ineffective

(Society for Human Resource Management)

Managers cite performance reviews as their second

most hated task (blog.readytomanage)
What do we focus on?
 Clear and aligned on values and behaviours

Made to feel welcome, and a sense of

belonging

Had regular 1-1s with their manager

Short term objectives provided clear

direction
Does your manager give you:
regular feedback

regular meetings

clear priorities

organisational and team direction

clear expectations

path for development

support to do your job

So WHAT happened in those
organisations that made the
change?
The frequency of manager employer conversations
increases dramatically

A significant reduction in administrative burden

Conversations move from assessment to setting goals,

planning for growth and taking action

There is no single best practice

No one is getting rid of pay for performance or pay

differentiation

Well designed change management is essential.

David Rock and Beth Jones (Nov 2016)

So what practice would best
support your organisation?
The ecology of a high performing
organisation
Respectful Relationships

The keystone
Indicator and driver of culture
Quality of relationships
correlates with the level of
trust in the organisation
White space in organisations
Alignment
We know where we
are going
We are heading in
the same direction
We work together
to get it done
Alignment
We know where we
are going
We are heading in
the same direction
We work together
to get it done

Performance
Were good at
what we do
We are
accountable for
what we do
We deliver on
what we commit
to
Alignment
We know where we
are going
We are heading in
the same direction
We work together
Engagement
to get it done
We love what
we do
Performance We believe in
what we do
Were good at We go the
what we do
extra mile
We are
accountable for
what we do
We deliver on
what we commit
to
From individual
I am accountable and
effective
I am engaged and
motivated
I have a clear line of To
sight organisation

To team We deliver to
We have the expectations
information and We engage with
skills to do our work our customers
We interact and contribute to
engage with each our community
other and our clients Our values,
We work together to direction and
get it done priorities
evident and
consistent in all
2 out of 3 aint
enough

Engagement
+
Alignment
Performance + Engagement
Performance + Alignment
Performance + Engagement +
Alignment
Alignment
Values
Purpose
Vision
Core business
Priorities
Alignment
Values
Purpose
Vision
Core business
Priorities

Performance
Know what to do
Why its important
Skills to do it
Are able to
Alignment
Values
Purpose
Vision
Core business
Priorities Engagement
Using
strengths
Meaningful
Performance work
Know what to do Making a
Why its important difference
Skills to do it Feeling
Are able to valued
Leadership
Set Direction, Values,
Priorities
Design work
environment through
structure/roles
Direct Resources
Influence others
Leadership
Set Direction, Values,
Priorities
Design work
environment through
structure/roles
Direct Resources
Influence others

Communicatio
n
The sea in which w
swim
Formal and Informa
All mediums
All types of
communication
Actions over words
Leadership
Set Direction, Values,
Priorities
Design work environment
through structure/roles
Direct Resources
Influence others

Systems Communicatio
Systems n
Policies, procedures The sea in which w
swim
Org Structure
Formal and Informa
Infrastructure
All mediums
Workflow
All types of
communication
Actions over words
Thank
you