Dominating Performance: How Hudl Built a Performance Process Employees Love
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Hudl is rethinking performance management by shifting focus from annual ratings and reviews to continuous feedback and forward-looking conversations, reducing reliance on top-down evaluations. The new approach emphasizes ongoing recognition, goals, and multi-directional feedback, promoting a culture of openness and growth among employees. This transformation aims to engage employees in their performance and career development while fostering a supportive work environment.
Dominating Performance: How Hudl Built a Performance Process Employees Love
- 1. DOMINATING PERFORMANCE How Hudl is Rethinking Performance Management
- 2. 2 MILLION HOURS Annual time invested in ratings and reviews at Deloitte Source: HBR, April 2015 40Hrs/Person
- 4. …we realized many of those hours were eaten up by leaders’ discussions behind closed doors about the outcomes of the process. We wondered if we could somehow shift our investment of time from talking to ourselves about ratings to talking to our people about their performance and careers— from a focus on the past to a focus on the future. “ ”
- 5. Performance management has torn its ACL.
- 6. Performance management has torn its ACL.
- 8. Phil Haussler Head of Product
- 9. Today’s Game Plan Hudl’s Journey Lessons Learned Q&A
- 10. Life in a squad at Hudl
- 13. Dominate We Listen We’re a Family We Thrive on the Front Lines We’re Respectfully Blunt O U R C O R E VA L U E S
- 14. Before: Our Approach was HEAVY
- 16. Source: CEB
- 20. Annual reviews Heavy Top down feedback Backward-looking Weakness focused For the company, by the company Performance management Anytime, anywhere conversations Light Multi-directional feedback Forward-looking Strength focused For me, by me Performance motivation
- 22. 4 Legs of a Stool Recognition Feedback Goals 1-on-1s Continuous #RealTalk
- 23. Hudl’s New Cadence A Year-Long Initiative JAN FEB MAR APR Peer Feedback Progress Check Upward Feedback Choose Your Own MAY JUN JUL AUG SEP OCT NOV DEC Peer Feedback Progress Check Upward Feedback Peer Feedback Progress Check Upward Feedback Choose Your Own Choose Your Own Recognition Goals
- 24. RECOGNITION Always on | Visible and social | Peer-to-peer | Easy | Linked to values
- 25. RECOGNITION Always on | Visible and social | Peer-to-peer | Easy | Linked to values
- 26. GOALS Source: Betterworks Connected Transparent and aligned Supported Social reinforcement and recognition Progress-based Frequent and measurable feedback Adaptable Flexibility to respond to changing priorities Aspirational Retrospection to encourage excellence
- 29. What am I dominating? What could I do better? What are your takeaways? How will you act on those takeaways? PEER FEEDBACK January Feedback: 1-on-1:
- 30. PEER FEEDBACK
- 31. PEER FEEDBACK
- 32. PEER FEEDBACK
- 33. How have I done in the key areas we discussed last time? Keys to success on the coming 4 months? What worries or concerns do you have about being successful in the coming months? What else is on your mind? PROGRESS CHECK February
- 36. Any Hudlie can request feedback at any time. Either for themselves or someone on their team. Any Hudlie can start a 1-on-1 at any time. Many Hudlies are using this for their biweekly 1-on-1s. Anytime Feedback
- 37. Game Recap
- 38. #Winning
- 40. employees managers IT’S BETTER FOR…
- 41. employees managers HR IT’S BETTER FOR…
- 42. Questions?