The new workplace is collaborative, social and fast moving. Traditional approaches to performance management don't work in this new world of work. Yet skills, ongoing development and a purpose are needed now more than ever. This Slideshare looks at why Agile Performance Management is needed, how we got here and how it works. Further information about Agile Performance Management can be found at http://www.cognology.com.au/agile-performance-management/

1. 1
ALL ABOUT
AGILE PERFORMANCE MANAGEMENT
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2. TO BEGIN OUR EXPLORATION
IMAGINE YOU ARE AT A CONCERT
!2
Pick your favourite artist.
How much energy and enthusiasm is created
when the crowd sings, screams, jumps and dances?

3. !3
NOW IMAGINE A CONCERT
WHERE EVERYONE
IS QUIET
Instead of singing, screaming and dancing,
six months later the crowd write a review
and rate the performance
What affect would that have on the performer’s
energy and enthusiasm?

4. !4
4
PERFORMANCE MANAGEMENT
IS LIKE THE UNRESPONSIVE CONCERT
It needs to be replaced
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5. TO WORK OUT HOW WE GOT HERE …
LET’S TAKE A TRIP BACK IN TIME
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6. MERIT SYSTEMS EXISTED
IN ANCIENT CHINA1
PROMOTION WAS
BASED ON MERIT
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7. BUT PERFORMANCE
MANAGEMENT REALLY
GOT UNDERWAY IN
THE 1950S
PETER DRUCKER
POPULARISED
THE TERM
“MANAGEMENT
BY OBJECTIVES”2
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8. !8
BY THE 1980’S
PERFORMANCE MANAGEMENT
HAD DEVELOPED
BUT STILL LARGELY SUCKED

9. ROLL ON THE 1990s
THE WORKPLACE
WAS CHANGING
RAPIDLY DUE TO
TECHNOLOGY
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10. MORE SOPHISTICATED
METHODS STARTED TO APPEAR
LIKE LEVEL BASED
COMPETENCIES
!10

11. EVEN AFTER ALL THESE
DEVELOPMENTS THERE
ARE STILL PROBLEMS
THE PROCESS
IS TOO
UNRESPONSIVE
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Appraisals are
backward looking
and there are too
few touch points

12. !12
PRESENTING
AGILE
PERFORMANCE
MANAGEMENT
Designed for today’s workplace.
Social, faster moving, collaborative,
more fun.
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13. !13
IT IS
PARTICULARLY
SUITED TO
MILLENNIALS
But works equally well
for all generations
!

14. SO WHAT ARE
THE MAIN THEMES OF
AGILE PERFORMANCE MANAGEMENT?
REGULAR CHECK-INS
Communication, regular feedback and coaching are needed to build high performing teams.
DEVELOPMENT FOCUS
Continually developing skills and capabilities.
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15. LET’S TAKE A CLOSER LOOK AT WHAT MAKES
AGILE
PERFORMANCE MANAGEMENT
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16. !16
REGULAR FEEDBACK
REDUCING THE
FEEDBACK GAP CREATES
BETTER RESULTS
Positive feedback builds energy and enthusiasm.
Lack of adjusting feedback leads to repeat issues.
!

17. REGULAR CHECK-INS
PEOPLE MANAGERS
CONDUCTING REGULAR
ONE ON ONES WITH
TEAM MEMBERS
Just like an elite sports coach sets goals and
then continually coaches players one on one,
people managers need to do the same.
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18. CROWDSOURCE FEEDBACK
SOURCE
FEEDBACK FROM
PEERS, PROJECT
TEAMS AND
OTHERS
!Mine the collective intelligence and
experience of others. See different
perspectives.
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19. SOCIAL RECOGNITION
USE THE
RECOGNITION
FROM PEERS
AND OTHERS TO
ENCOURAGE
PEOPLE TO BE
THEIR BEST
!
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20. Hierarchical power is out. Skills are in.
Creativity and talent make the future.
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SKILL DEVELOPMENT
CAPABILITIES
AND SKILLS
RULE IN THE
NEW WORLD OF
WORK

21. !21
AGILE LEARNING
COACHING,
MENTORING,
ELEARNING AND
ON-THE-JOB
Agile leaders need coaching skills
in their kit bag.

22. !22
SUMMARY OF IMPROVEMENTS

23. WHAT ARE THE BENEFITS OF
AGILE PERFORMANCE
MANAGEMENT?
Let’s take a look at what the research says.
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24. HIGHER RETURNS
Deloitte3 have found that quarterly goals result in 30% greater returns than annual goals.
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30%

25. When Deloitte conducted research4 for Google Australia, they concluded that companies
who focus on collaboration are two times more likely to outgrow their competitors.
25
2X
!25
MORE LIKELY TO
OUTGROW
COMPETITORS

26. WHERE
CAN I FIND OUT MORE?
ALL THE INFORMATION YOU NEED IS AT:
WWW.COGNOLOGY.COM.AU/AGILE-PERFORMANCE-MANAGEMENT/
26
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REFERENCES
[1] BURBANK AND COOPER (2010), 51.
[2] DRUCKER, PETER F., "THE PRACTICE OF MANAGEMENT", IN 1954.
[3] HTTP://WWW.FORBES.COM/SITES/JOSHBERSIN/2014/10/15/THE-TOP-TEN-DISRUPTIONS-IN-HR-TECHNOLOGY-IGNORE-THEM-AT-YOUR-PERIL/
[4] HTTP://WWW.DELOITTE.COM/VIEW/EN_AU/AU/SERVICES/FINANCIAL-ADVISORY/DELOITTE-ACCESS-ECONOMICS/COLLABORATIVE-ECONOMY/INDEX.HTM
IMAGE CREDITS: HTTP://COMMONS.WIKIMEDIA.ORG/WIKI/FILE:TEAMTIMECAR.COM-BTTF_DELOREAN_TIME_MACHINE-OTOGODFREY.COM-JMORTONPHOTO.COM-07.JPG
HTTP://EN.WIKIPEDIA.ORG/WIKI/PETER_DRUCKER
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