Competency management and performace appraisal
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The document discusses performance appraisals and alternatives that technology companies and professional services firms have adopted. It notes that traditional annual performance appraisals are disliked by supervisors and subordinates, can lack focus on collaboration and innovation, and hold people accountable for past rather than current performance. Some alternatives discussed include asking leaders what they would do with team members rather than evaluating individuals, and using scoring and badging systems instead of annual appraisals.
Competency management and performace appraisal
- 1. 3rd session Competency Management & Performance Appraisal
- 7. ?
- 8. Technology companies such as Adobe, Juniper Systems, Dell, Microsoft, and IBM have led the way, joined by a number of professional services firms (Deloitte, Accenture, PwC) and even General Electric, the long-time role model for traditional appraisals. Argument #1 (Deloitte): ¡°An investment of 1.8 million hours across the firm that didn¡¯t fit our business needs anymore.¡± Argument #2: It¡¯s a last-century practice and blamed them for a lack of collaboration and innovation. Argument #3: Both supervisors and subordinates despise the appraisal process¡ªa perennial problem that feels more urgent now that the labour market is picking up and concerns about retention have returned. Argument #4: They hold people accountable for past behaviour at the expense of improving current performance and grooming talent for the future.
- 11. In effect, we are asking our team leaders what they would do with each team member rather than what they think of that individual. ?
- 13. Scoring Badging
- 24. Group 1: Build the competency grid / guideline of being a successful student in your Master programme Group 2: Build the competency grid / guideline of being a successful prof in your Master programme
- 25. Redesign CIFFOP's appraisal and quality system using scoring and badging.