Rewards and recognition for agile teams
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The document discusses performance management in traditional versus agile teams. Traditional teams have rigid goals, dictation-style leadership, annual feedback focused on delivery, and bossy leadership. Agile teams have flexible goals, collaboration, frequent feedback focused on growth, and supportive leadership. Different forms of rewards and recognition are also discussed, along with several theories on human motivation including the Hawthorne Effect, Maslow's hierarchy of needs, Herzberg's motivators and hygiene factors theory, and McClelland's achievement motivation theory. The top 10 motivators in the software industry according to Barry Boehm are also listed.
Rewards and recognition for agile teams
- 1. Ramanathan Yegyanarayanan • Agile Enthusiast • Harvard ManageMentor® | ICP-ACC| ICP-TST| KMP 1 | KMP2 | CSP® | CSM® | CSPO® | PSM I™ | CDA | DA |SAFe® Agilist Ramanathan Yegyanarayanan @Ramanathan1989
- 2. Good Read
- 3. Performance Management in Traditional Vs Agile Teams Traditional • Rigid Goals • Dictation • Annual Feedback • Focus on Delivery • Bossy Leadership Agile • Flexible Goals • Collaboration • Frequent Feedback • Focus on Growth • Supportive Leadership
- 4. Different Form of Rewards & Recognition Incentive & Bonus In terms of Time Raise or promotion Temporary Titles 360- degree feedback
- 5. Theories working in Practical Life Hawthorne Effect – Elton Mayo Abraham Maslow's hierarchy of human needs (Physiological, Safety, Social, Self-esteem, Self-actualization) Fredrick Herzberg’s motivators and hygiene factors theory David McClelland’s achievement motivation theory
- 6. Barry Boehm
- 7. Barry Boehm – Top 10 Motivation in Software Industry Achievement Possibility for growth Work itself Recognition Advancement Technical supervision Responsibility Relations with peers Relations with subordinates Salary
- 8. Goals • Set Ambitious Medium-term goals; not short term fixed targets Rewards • Base rewards on relative performance; not on meeting fixed targets Planning • Make planning a continuous & inclusive process; not a top-down annual event Coordination • Coordinate interactions dynamically; not through annual budgets Resources • Make Resources Just in time; not just in case Control • Base controls on fast frequent feedback; not budget variances Values • Bind people to a common cause; not a central plan Governance • Govern through shared values and sound judgment; not detailed rules & regulations Transparency • Make information open & transparent; don’t restrict & control it Teams • Organize around a seamless network of accountable teams; not centralized functions Trust • Trust teams to regulate their performance; don’t micromanage them Accountability • Base accountability on holistic criteria and peer reviews; not on hierarchical relationships *Courtesy: Tathagat Varma - Towards Agile Organizations