Personal Perspectives from Table 7

The topic of ‘The(r)Evolution of Performance Management to unleash Organisation & Individual Potential’ generated a lot of animated discussion. People felt there is a lot of dissatisfaction on the “rating” system – This came up again and again.  Other comments included:

  • The topic gave new thinking – outside the box
  • Needs to be more future orientated rather than past
  • Should be a connection between organisation purpose and performance process
  • PM needs to link back to business strategy
  • Would be great if it could be a more informal process
  • 30 for 30 performance – 30 minutes every 30 days
  • Thomas Barr – the example of his wonderful achievement in Olympics would be seen as a “D” in an organisation
  • Are we empowering or are we controlling?
  • Requirement to separate goals, coaching and performance from rating and distribution
  • Brought awareness of rating systems
  • Feedback needs to be clear and agree why rating was given
  • Other organisations are going through same issues
  • Recognising success in day-to day performances
  • Look forward – set ourselves up for success
  • Nobody likes being rated
  • Current review system reflects badly on all 3 autonomy certainty and status
  • Widespread dissatisfaction
  • Discussion on rating distracts from goals
  • Causes uncertainty – causes threat reaction
  • Parental Vs Supporting
  • PM system not an enabler to empower people
  • Some organisations moving away and some are stuck
  • Performance management around a long time yet it hasn’t evolved to winning  formula
  • Cultural driver
  • Should be seen as positive
  • Individual seek autonomy and certainty
  • Increases awareness of how other apply the process
  • A new approach and view what really brings value
  • Look at bigger picture and what brings value
  • Focus development of 1 to 1 looking – forward not back
  • Value of the more informal coffee conversations
  • Focus on the positives – Thomas Barr example
  • All know our jobs – forward looking and setting ourselves up for success and include in future performance Reviews
  • No right or wrong – should be seen as opportunity to improve
  • Question the current PMS – not adding value
  • What do we want to achieve as an org
  • Give people clear goals
  • Look forward at skills rather than at past performance
  • Metric driven ticking box – it’s not the right way to do it
  • Some organisations are moving from annual conversation – now trying to make it at start and at end of year
  • Organisations want to fit people into boxes  – distribution on scale
  • Think outside the box
  • Great to know that other orgs in same boat – difficult to do how t make as seamless as possible – can have big impact
  • Language used is so important
  • “war room” – not a negative thing – huddle, sharing and feedback
  • Validates feeling general dissatisfaction with the system
  • No negative feedback – advice
  • Immediate recognition use technology
  • Its is a human interaction needs to be personal
  • We’re not alone – other organisations suffering too
  • It is both an organisational issue AND an individual issue
  • Organisation value should be linked to PM process
  • People should be linked to the business survival
  • PM is very important but not used properly – no one looking forward to it
  • Language is very important – “advice” instead of “feedback”