The End of the Performance Review: A New Approach to Appraising Employee Performance
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The document discusses a new approach to employee performance reviews proposed by Dr. Tim Baker, which emphasizes a five conversations framework to enhance appraisal effectiveness. It critiques traditional performance appraisals as stressful and infrequent, advocating for a more flexible and ongoing dialogue about job performance and personal roles within organizations. This innovative method aims to improve job satisfaction and productivity by focusing on continuous improvement and communication.
The End of the Performance Review: A New Approach to Appraising Employee Performance
- 2. The End of the Performance Review A New Approach to Appraising Employee Performance Dr Tim Baker
- 3. appreciate the constrains of the traditional appraisal system Aims & Objectives understand the Five Conversations Framework and its application to your workplace develop a deeper understanding of performance and the increasing importance of the non-job roles employees play in organisations
- 5. Individual attributes •Demographic •Competency •Personality Capacity to perform •Level of effort •Direction •Persistence Work effort Willingness to perform Job Performance Job Performance •Time •Budget •Tools •Instructions •Expectations •Procedures Organisational support Opportunity to perform (Blumberg et al., 1982)
- 6. A performance management framework (Baker, 2009)
- 7. What types of systems & processes are available? Traditional approach Discussion Peer group approach •Military •Relationship •Teamwork •Power •Agreement •Multiple perceptions •Manager judgment •Mutual agreement •Peer group judgment
- 8. Most people find appraisals stressful Appraisals are rarely followed up They are a costly exercise Appraisals are an exercise in form-filling Appraisals are too infrequent What’s Wrong With the Traditional Performance Appraisal? The formality of the appraisal stifles discussion Appraisals can be destructive Appraisals are often a monologue rather than a dialogue
- 9. Roles people play in organisations are more important than the jobs they do...
- 10. The Work People Do Job Tasks Non-job Tasks Team role Technical skills Innovation & Continuous Career role Improvement role SOURCE: The End of the Performance Review
- 16. Opportunities for Growth conversation Are you committed to meeting those standards in the future? What are my expectations as manager? How are you performing to those expectations? What can we do to help you meet my expectations?
- 17. Learning & Development conversation Problem-centred approach Technical-centred approach Person-centred approach
- 19. ongoing dialogue openness and directness benefits of the Five Conversations Framework flexibility timely information more relaxed approach
- 20. “Tim Baker's new book revolutionizes the way to view and conduct employee appraisals. His method is brilliant in its simplicity and highly effective in its approach. "The End" for the traditional performance review but just the beginning for a groundbreaking new model.” global leadership thinker and million-selling author or editor of 32 books, including the New York Times bestsellers, MOJO www.winnersatwork.com.au or Amazon
Editor's Notes
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