Getting Performance Without Performance Management

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.


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nan-mehta's picture

First of all, America needs to move in a direction that enables us to be more globally competitive. This requires a full force generation of creativity and innovation in new products, services and processes; similar to what the IT industry has been providing for the last 20 years. Therefore, we...

By Nan Mehta on September 27, 2012
greg-stevenson's picture

The nature of traditional performance management is to assume that everyone is equal and that time doesn't exist. It is what pops out of neo-classical economics.This means that two employees given the same goal are judged on their results. Carrot and stick mechanisms are implemented at various levels of sophistication...

By Greg Stevenson on September 26, 2012
john-enyame's picture

Traditional performance management is often executed with opacity; where managers lack insight to an employee's aspirations, and employees receive little guidance on how to identify and select opportunities to perform as a value-added resource beyond their job description.  

Impact Mapping articulates the relationship of goals between an individual, their...

By John Enyame on September 26, 2012
david-mason's picture

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 body is "working" on top of...

By David Mason on September 26, 2012
micha-roon's picture

Performance is all about value. Value to the company and to the team. Lets just measure the perceived value of people and stop trying to measure their performance.

The people who know you best are those you work with every day. I hear countless stories about "that lazy guy in...

By Micha Roon on September 26, 2012
mike-caracalas's picture
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 (fear of being taken advantage of, fear of losing control over
By Mike Caracalas on September 25, 2012
salvador-pastor_1's picture

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, employees should be entitled and expected to manifest openly...

By Salvador Pastor on September 25, 2012
helen-grafova's picture

Harmonize business nature, goals, strategies and people outcome.

By Helen Grafova on September 25, 2012
greta-cairns's picture

Most individuals tend to lean towards competencies within their work/job that they enjoy.  The premise is they will be more engaged in high performance of a competency when they like what they are doing.  Thus, my premise is that I allow my HR Professionals to choose areas where they would...

By Greta Cairns on September 24, 2012
thomas-h-j's picture

To move from traditional management thinking to leadership you need to embed a performance oriented thinking in everything you do as a leader. This can only be done if you include performance in the core of the organisation and the values the descripes the organisation. Creating a performance culture is...

By Thomas Høj on September 24, 2012