Entrenched habits tend to persist, invisible, until poets, reformers and provocateurs start writing, talking and asking questions. They also challenge us to reexamine long-standing practices that no longer fit our current world and what's on the horizon. See the full post on: REVELN.com/blog/ and find more info on REVELN.com/Tools/ It’s been over a decade since Michigan based authors Coens & Jenkins published, Abolishing Performance Appraisals. Their suggestions were built upon W. Edwards Deming’s systems of thinking and acting to achieve high performance. Even with research, and many books and articles suggesting alternatives, flawed appraisals show up in court regularly with rulings usually favoring employees. Management receives limited benefit from the practice, although in some situations, the managerial, accountability aspects of appraisal make sense. In reality, the return on the time invested has been poor, so much so that large corporation are starting to end the practice, similar to the reduction of using forced performance rankings of employees. Management has been challenged to overcome drawbacks that include: Bias, difficult to remove, even with constant training – manager personalities and life histories have impact, Inconsistent application in organizations (managers apply practices differently), Reductionist rating systems that do not overcome rater error, Improper alignment to company goals and priorities, and stated values, Poor return on the investment (ROI) of time and money. Deb’s session covered how to unleash gifts using systemic perspective with HR to helpfully challenge organizations and staff to nourish commitment and to put the emphasis on performance where it can do the most good See the photos proceedings from the session here: http://www.flickr.com/photos/stella12/10163557426/in/set-72157636341376436/ More available via SlideShare enhanced blog posts here: http://reveln.com/blog/

1. Deb Nystrom, REVELN.com
MI-SHRM ~ Tues., October 8, 2013
2:00 to 3:15 p.m. Deb Nystrom REVELN.com

2. “The Imperial Rater
of Nine Grade
seldom rates men
according to
their merits,
but always
according to his
likes and dislikes.”
Deb Nystrom, REVELN.com

3. Selections from am Infographic by WorkSimple.com
3

4. “I predict that by the
end of this decade, the
performance appraisal
system as we know it
will no longer exist.
Beat the competition to
the punch. Change
yours now.”
~ Aubrey Daniels
4

5.  Social and Global
Business
 Independent Workers
 Big Data and Analytics
 Mobile Technology
“Black Swan” events – Nassim Taleb
5Photo by by Tamsin Slater, Flickr-cc

6. Opportunities
for Action
6

7. 77S Model, McKinsey: Tom Peters, Bob Waterman, Tony Athos, Richard Pascale

8. • Stable team
• Right number of
people
• Clear vision
• Well-defined roles
and responsibilities
• Appropriate rewards
• Recognition and
resources
• Strong leadership
Photo: by Wade Brooks, Flickr cc 8

9. The SINGLE strongest predictor of
group effectiveness
Giving
Culture
9

10. 10
Insourcing & Teams No HR Department

11. 11

12. 1) Ending – Ineffective practices
with low ROI
2) Meaningful Performance Data
3) Access to Data at all Levels
4) Supporting High Performance Teams
5) Joining Agile Learning Communities
6) Understanding a New Kind of Loyalty
7) Lead Change Through Complexity
12

13. Photo by billso FLickr cc
13

14. 14

15. 2) Meaningful Performance Data
Photo by Daniel Oines dno1967b Flickr-ccc 15

16. 3) Access to Data at all Levels
Photo by vitualis, Flickr cc
16

17. Photo by Ekaterina Sotova, Flickr cc
Vision, Understanding, Clarity and Agility
17

18. 18Photo by USFWS Mountain Prairie, Flickr cc

19. “Though bitter, good
medicine cures illness.
Though it may hurt,
loyal criticism will have
beneficial effects.”
~ Sima Qian, Historian
Han Dynasty, 135 BC – 86 BC
19

20. 207S Model, McKinsey
Industrial Age
Industrial Age

21. 1) Ending – Ineffective practices
with low ROI
2) Meaningful Performance Data
3) Access to Data at all Levels
4) Supporting High Performance Teams
5) Joining Agile Learning Communities
6) Understanding a New Kind of Loyalty
7) Lead Change Through Complexity
21

22. 22
H. H. Owen’s
assumptions:
 If the boss orders it,
not much will get done.
 The best way to get
something done is to
give it to those who
have a passion for it.
Photo by nerissa's ring, Flickr.com ccc

23. Principles:
1. Whoever comes are the
right people.
2. Whatever happens is the
only thing that could
have.
3. Whenever it starts is the
right time.
4. When it’s over, it’s over.
23

24. What
challenged
you?
What
inspired
you?
What
surprised
you?
24

25.  History infographic clips by WorkSimple.com
 http://getworksimple.com/blog/2011/11/04/the-history-of-
performance-reviews
 The McKinsey 7S Model, See www.REVELN.com TOOLS
 For the full history SlideShare presentation, see:
A History of Performance Appraisal and Letting Go at REVELN.com
 Performance Management alternatives: BetaCodex.org
 (slide 1) Flashmob by Whitechapel Centre by Radarsmum67 Flickr
 (slide 24) Open Space: Two feet, by cszar, Flick.com cc
 (slide 26) Chaos Magno, 1522-1532, Intarsia of the choir of Santa Maria
Maggiore (Bergamo)
 Other photos from WikiCommons, Deb Nystrom and the public
domain
25

26.  See the handout on REVELN Tools: From Chaos to
Creative- Performance Development in a VUCA World
 Article: Givers Take All: The hidden dimension of
corporate culture. April 2013 | by Adam Grant ,
McKinsey Quarterly
26
• Book: Antifragile: Things That Gain From
Disorder, Nassim Nicholas Taleb, 2012