Reinventing Employee Performance Management: Humanizing a Horrible Process Edit Title

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  • Created Tue, Mar 04, 2014 at 04:45PM UTC Updated Wed, Apr 23, 2014 at 06:33PM UTC

Started 2014-04-23T17:00:00ZWednesday, April 23, 2014 at 05:00PM UTC
Ended 2014-04-23T18:00:00ZWednesday, April 23, 2014 at 06:00PM UTC (lasted for about 1 hour)

Organizations continue to struggle with establishing effective performance management (PM) programs. In a recent survey only 3% of organizations report their PM system adds exceptional value. The problem lies with the inability to move away from a fundamentally flawed system. Sitting in a room developing new forms, processes, competencies, ratings, etc is disconnected from the humanity of the day-to-day work and the real people these systems are designed for. Everyone continues to complain about a structure that should work but in practice cannot produce consistent results, is misapplied and painful to use. We have given performance management over 50 years to prove its worth. Time for a change.

There is an alternative to traditional performance management: it begins by bulldozing the existing system and rebuilding something new, simple and effective from the ground up. Key word: simple. Others’ are doing it and you can too. This session will provide new thinking and tools that will help you reinvent an outdated system in your organization.

Learning Objectives

Part I: Putting Performance Management Under a Microscope

  • Scrutinize the empirical evidence for why ratings, competency models, annual reviews and pay linked to performance cannot and won’t ever work. Armed with this information it will be clear that a new system, which is not performance management, must be built.

Part II: Alternatives to Performance Management

  • Learn how the 10-Minute Conversation Framework can create a culture of ongoing 2-way performance development conversations.
  • Learn alternative approaches to rewards, ratings and documentation.
  • Try out a holistic model to uncover and differentiate the 6-types of performers

Part III: Change Management

  • Creating a compelling case for change: positioning and socializing alternatives to performance management, identifying and involving your change sponsors, communication strategies and anticipating and working with change resistors (including you colleagues, your boss, key leaders, the CEO, etc).

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jamie resker jamie resker

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