68Contributions

This sprint ends October 14.

In Sprint 1, we provided new labels for what might replace performance management in a Management 2.0 world and described the key characteristics of our new visions.

In a recent blog post MIX Community member Bjarte Bogsnes has analyzed many of the submissions from Sprint 1 and offers up some of his perspectives here.

Now we want to hear from you. For Sprint 2, we have three tasks:

Task 1: Vote for the most compelling definitions.

Browse the entries below and vote for those you find most compelling. To vote, click on the “Like” button in the upper right-hand corner of each hack page. Vote for as many entries as you like. If there are particular themes you know you are interested in exploring, you can filter the list of entries using the "Filter by Keyword" drop down below.

Task 2: Build on the definitions you like most.

Once you’ve voted, if you have suggestions that might make one or more definitions even better, please share them in the comments section below the entry. Feel free to suggest combinations of ideas from more than one entry as well.

Task 3: Volunteer to join a hacking team.

We’ve been so overwhelmed by the number of thoughtful entries (almost 60 at last count) that we are considering whether to add a follow-on sprint to the end of this hackathon in which we’d develop some of the best definitions into full hacks for the MIX. If you’d like to volunteer to continue developing any of the definitions you see here (including your own!), please add a comment saying “I’d like to volunteer to develop this definition further” in the conversation below the entry. We'll provide more information once Sprint 2 is complete.

    4Like 
    4 days 12 hours ago by Srijayan Iyer
    There are two unique yet unified activities in performance management; the technical process and the cognitive process. The former is linked with administrative and routine matters and the latter with the perception of people and “how” it affects perf...
    3Like 
    6 days 22 hours ago by Frank Theunissen
    Traditional performance management tools were built with the mindset that the world is likely to remain predictable. However, businesses are currently facing a torrent of change, led by innovative and disruptive people and technologies. Measuring performa...
    3Like 
    6 days 22 hours ago by Jakob Munzinger
    Tie all work to results (or areas of responsibility) and all results to people. Make every individual package of work evaluable. Make every package of work splitable and tradeable (delegatable). Weigh evaluations with the importance of the packages and ma...
    3Like 
    6 days 22 hours ago by Tim MacDonald
    The firm is a network of knowledge, and of routines for applying knowledge.  The nodes in each network comprise specialized contributions by different participants that are expert in their respective domains.  The architect of each network pulls...
    3Like 
    6 days 21 hours ago by Anthonie Lombard
    Set 5 goals with each employee, by answering these questions: What would you/me/my supervisor have to accomplish during the next 12 months if our organization belonged to you/me/my supervisor and was completely in your/my/my supervisor's control...
    3Like 
    6 days 21 hours ago by Helen Grafova
    Harmonize business nature, goals, strategies and people outcome.
    3Like 
    6 days 21 hours ago by Salvador Pastor
    Managers should not tell their employees what they have to do; instead, they should know by themselves what they need to ACHIEVE.Instead of wasting time ellaborating complex procedures to explain how things should be done, when, and for how long, employee...
    3Like 
    6 days 21 hours ago by Mike Caracalas
    Traditional performance management offers companies a mechanism of control-- control over compensation and bonus budgets primarily, but also control over how people are evaluated.  This need for control is driven by fear on the part of the company (f...
    3Like 
    6 days 21 hours ago by David Mason
    I've recently been getting a sense that our human desire for hierarchy and order are partly why we fail so often at business "programs". Performance Management is ultimately tied to hierarchy - managers fall into the trap of cube-hunting to see if a warm ...
    3Like 
    6 days 21 hours ago by Jerry Taylor
    DD is a way of thinking centred on the individual in context of a community and the stage in his/her development of the competences relevant to creation of a high-performing organization. It evolves from the view of the humanistic psychology of an individ...