Learning Tech2019 - Performance management is broken
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The document discusses the flaws in current performance management systems, highlighting the tension between control and development, as well as the complexity of the process. It emphasizes the need for a holistic approach and flexible tools, like the Totara platform used by King’s College NHS Trust, which supports various performance appraisal methods. The document concludes with suggestions for improving the appraisal process and encourages organizational engagement to enhance learning and performance outcomes.
![A simple process for a complex world?
“Performance targets are really
good if you're measuring what
you want to achieve. [but] if
people work for extrinsic values
you destroy intrinsic motivation”
(Dave Snowden)
https://cognitive-edge.com/videos/cynefin-framework-introduction/](https://image.slidesharecdn.com/learningtech2019-performancemanagementisbrokenslideshare-190213081834/85/Learning-Tech2019-Performance-management-is-broken-15-320.jpg)
Learning Tech2019 - Performance management is broken
- 1. Freedom to Learn The Four Freedoms FREEDOM
- 2. Freedom to Learn 2
- 5. Sources: Gallup, McKinsey, NHS staff survey
- 6. Performance management saves lives Borril & West, Aston University, 200
- 7. Why does it matter to us?
- 8. L&D solutions (and technologies) Role clarity Performance objectives Feedback (manager and others) Coaching conversations Individual and organisational learning/ performance needs Better performance, better outcomes Feedback
- 10. Two key issues #1 The purpose of the process often creates a tension between control and development #2 It’s a simple process in a complex world
- 11. #1 What are you trying to achieve? 1. Direction- setting and control 2. Reward and recognition 3. Resourcing and promotion 4. Legal/ compliance and discipline 5. Personal and professional development 6. Individual and organisational improvement 7. Feedback and communication More corporate focus - control More personal focus - development
- 12. Trying to do all this in one process creates tensions If I admit to having development needs, will you block my promotion? If I say I have spare capacity, will I be at risk of redundancy? If I give you feedback, will you react rationally? If you set my objectives, can I be sure they reflect what the organisation needs? If I set challenging goals, will I be disadvantages when we come to score progress next year? https://www.deviantart.com/graha mgraham/art/One-Ring-294786480
- 13. The total of all performance-related conversations over the year The manager/appraisee structured conversation The written notes The formal appraisal record The “we did it” tickbox The tickbox challenge
- 14. Who knows what they’ll be doing in 3 months?
- 15. A simple process for a complex world? “Performance targets are really good if you're measuring what you want to achieve. [but] if people work for extrinsic values you destroy intrinsic motivation” (Dave Snowden) https://cognitive-edge.com/videos/cynefin-framework-introduction/
- 16. Our manifesto
- 17. Our manifesto • Think Holistically • BLA • The Flow of Work • Conversation • Wider than the Appraiser • Smaller, Faster, Better
- 18. One size doesn’t fit all : what we find Workflow-based branching forms, flexible processes Standard Totara appraisal forms Light-touch recording of date only Use Totara learning plan and evidence store Which of these models best describes your use of Totara for appraisal? Source: Think Learning client research, 2018
- 19. Systems do help! Empowering managers Improved transparency and reporting Reduced central admin Increased calibration and quality Improved clarity of process Aligning appraisal and training How has (Totara) technology helped your appraisal outcomes this year? Source: Think Learning client research, 2018
- 20. About King’s • One of the largest NHS Trusts in the country • Founded in 1829, international reputation • 6 main sites across South East London and 20 clinics • 200,000 inpatients treated each year • A teaching and research centre of excellence • Over 12,000 staff • Huge range of roles, very diverse staff groups
- 21. What’s working for us in performance appraisal • Build on the high uptake/acceptance of LEAP (our Totara platform) – single platform for all Learning/Performance processes • Think’s customised “workflow” tool to give us flexibility • Trust your employees • Provide different approaches to recording – from very light touch (just date/rating) to online objectives/development/reviews – all feeding single reporting dashboard • Treat appraisal as a “compliance topic” – on R/A/G dashboards, manager and staff reminders, board-level visibility
- 22. • A Totara process, customised with Think Learning • We trust employees to drive the process (including selecting their manager/appraiser) • Guidance videos, on-screen support, and training – the recording system is a very small part • Choice of “full record” or “rapid record“ • Local freedoms (only “must- do” is annual appraisal date and rating)
- 23. Choice of 4- stage annual process “Rapid record” date and rating OR (or mix-and- match through the year) Mobile- and tablet-friendly responsive design Balance of flexibility (free text fields, freedom to write what’s relevant) and guidance (focusing on links to priorities and values) Employee-driven process
- 24. What’s next for King’s • Build further on current 90% appraisal rate • Add in some (gentle) manager controls/signoffs • Campaigns to focus on quality as well as quantity of appraisal • Regular supervision as well as annual checks • Link to pay progression checks • Talent management • Use of workflow tools for other L&D processes (e.g. onboarding)
- 25. What can you do?
- 26. Boundaries Space A control diagnostic • Where is your organisation trying to position appraisal? Is it in the right place? • How do you approach appraisal? • How does your manager/your employees expect to approach appraisal • What are the gaps between these positions? Model developed by BP, based on situational leadership Direction Support
- 27. • Organisation • You • Your manager • Your team Boundaries Space Direction Support
- 28. Five suggestions • Use the diagnostic • Engage with your HR colleagues • Get the business involved • Push learning data back into the performance cycle • Look around!
- 29. • Nick Shackleton-Jones http://www.aconventional.com/ • Dave Snowden https://cognitive-edge.com/ • Julian Stodd https://seasaltlearning.com • Mike Walsh http://www.mike-walsh.com/
- 30. True Eureka innovation is not going to happen by an internal training programme but from engagement in the real world (Dave Snowden) Thank you! Download these slides at xxx Visit us today on stand L55 Connect with us – www.think-learning.com
Editor's Notes
- #6: 2 in 10 employees strongly agree that their performance is managed in a way that motivates them 14% of employees strongly agree that performance reviews inspire them to improve 20% of employees think their manager is good at giving feedback (but 80% of managers think they are good at giving feedback…) 26% strongly agree their review rating is accurate Cost estimates (USA) $960 billion per year due to disengaged staff In UK healthcare, 22% of staff say their appraisal helped them to improve how they do their job. 29% said their appraisal made them feel their work was valued.
- #13: The “one ring to rule them all” problem
- #17: Oh sorry no, not that one…
- #18: Think holistically. Appraisal is a tool; what other tools do you have, and are you using each appropriately? Bespoke, localised approach. One size/system will not suit every organisation (or even every employee in one organisation) Move performance support into the flow of work De-emphasise the annual review, focus on regular conversations Go wider then the appraiser. 360/peer feedback in real time, collaborative/social platforms at work Faster, smaller performance cycles need faster, smaller L&D interventions. (so yes, mobile, bite-sized and personal are key trends) Move from “performance appraisal and control” to “performance development and engagement”:
- #27: Decision Sets direction and translates business context. Manages and sets expectations and performance targets. Incorporates differences between leadership (people) and management (things). Support Leaders develop leaders. Acts for the good of the whole. Team members have access to reflection, time and resources. Boundaries Manages different constituencies – within, between, outside. Establishes clear boundaries for the individual. Manages the internal policies and trade-offs. Space Creates an environment in which collaboration and challenge can flourish. Provides time and opportunity for reflection as well as action. Invites and incorporates diverse points of view.
- #29: Diagnostic as discussed on previous slide. Engage with your HR/organisational development colleagues, help them to build engaging, developmental performance processes and clarify the purpose Get the business involved – what’s easy (process/technology) for L&D people may be hard for the business. Simplify and trust! Help to push learning data back into the performance cycle (Kirkpatrick evaluation of learning effectiveness) Look around the exhibition and challenge suppliers to do more around performance development, not just learning
- #30: My thinking has been particularly influenced by these people. Writing down these, I think the common thread is how organisations are trying to respond to the complexity inherent in human relationships