Hacking HR to Build an Adaptability Advantage

Tagged "performance management"

chris-grams's picture

Our hackathon team developed an unprecedented 138 mini hacks during Sprint 2.1. In this post, we’ll share a few of the contributions the hackathon guide team feels have great potential to be developed further into fully-formed hacks during Phase 3.

By Chris Grams on July 2, 2013
heidi-de-wolf's picture

Reading through the questions on the 'Embedding Adaptability' Tool, there is a principle that should be applied to several of the answers and that is PULL.

It is a marketing technique that relies on pulling consumers in through the use of values rather than pushing products to consumers. Within HR...

By Heidi De Wolf on June 28, 2013
mukesh-gupta's picture

Move away from fixed annual/half-yearly appraisal cycles to appraisal cycles based on achievement of a goal, irrespective of when the goal is achieved (one corporate goal for everyone). 

This focuses the entire energy of the organization to achieving the goal and do not get diverted on any other process till...

By Mukesh Gupta on June 24, 2013
stephanie-sharma's picture

Short-term: move measure of value that each human brings to a role or function, to significantly more objective and individualized levels. From the point of hire on:

1. Placement: Objective talent selection through scientific assessments, self-assessments and consistent development reviews to ensure talent to role and talent to...

dave-whitman_1's picture

Utilize a formalized Interview process with employees in their current role that mirrors what a new applying candidate would experience if their current job were to be posted in today's market. 

This will allow tenured employees with the ability to see how the current expectations for their role continues to be...

By Dave Whitman on June 24, 2013
jan-hills's picture

Most managers hate the performance management process and their teams hated it more.We should completely change performance management. The end of year conversations should be no more than a confirmation of what everyone knows. No surprises. All the discussion, data collection and adjustment to objectives and performance should be happening...

By Jan Hills on June 23, 2013
andy-lippok's picture

As Coens & Jenkins outline in their book "Abolishing Performance Appraisals", and as I've encountered in numerous on-line discussions and with hunderds of people within many organisations, and as outlined in a paper written by Prof Phil Taylor at the University of Strathclyde, I believe that performance management as practiced...

By Andy Lippok on June 21, 2013
monique-jordan_1's picture

Bosses aka “the man” frequently blur the line of sight to the customer forcing people to choose between meeting the needs of the boss or the customer. The fact that the boss doles out reward [raises, good evaluation, promotion etc.] and punishment [poor assignments, no raise or even firing] based...

By Monique Jordan on June 11, 2013