Performance Appraisals in Agile Environment Nagesh Sharma

Out of 48,012 surveyed –6% CEOs, 13% Managers + Employees thought Performance Appraisals are Effectivehttp://www.estherderby.com/2009/05/shocking-survey-results-about-performance-appraisal.html

45% HR Leaders don’t think Performance Appraisals are accurate42% HR Leaders don’t think people are rewarded fairly for performancehttp://blogs.hbr.org/2012/06/crowdsource-your-performance-r/

Leadership IQ studyonly 14% of employees say their performance appraisal conversation offered meaningful and relevant feedback http://www.estherderby.com/tag/feedback#sthash.XQLjJCK2.dpuf

Its not timely

Vague and subjective SurprisesSecond hand complaints

Merit system encourage individualism

One sided evaluations Mixed Concerns

1 53

2 4 6

The future is people who used to be managers, now they’re leaders, they’re coaches, they’re motivatorshttp://www.scruminc.com/agile-performance-reviews/

Vague statements and labels, one-sided evaluations, surprises, and secondhand complaints are sort of things that can make a person want to run away screaming from an annual performance evaluationshttp://www.estherderby.com/tag/annual-reviews

A job well done deserves a proper reward, right? But in collaborative efforts such as agile development, can you single out individual efforts without killing the team’s morale and productivity? http://www.poppendieck.com/pdfs/Compensation.pdf

Every business is a system, and the performance of individuals is largely the result of the way the system operates. The system causes 80 percent of the problems in a business, and the system is management’s responsibilityhttp://scrumology.com/how-to-do-agile-performance-reviews/

Trad

itio

nal

Per

form

ance

Rev

iew • Hierarchical

• Focus on appraisal

• Typically Twice a year conversation

• Goals set once a year

• Little feedback

• Lack of recognition

• Emphasis on Training for development

• Owned by HR/Manager

Agi

le P

erfo

rman

ce R

evie

ws • Collaborative

• Focus on continuous improvement

• Regular check-in

• Goals are incremental and can adapt

• Regular Feedback

• Social Recognition

• More focus on Coaching

• Owned by Teams

http://www.cognology.com.au/learning_center/agile-performance-management/

DON’T GET LEFT BEHIND IN ‘BACK TO THE FUTURE’

Can you afford to get left behind with outdated practices.

If the process you are using reminds you of1980s, it’s time to change.

Nagesh SharmaAgile Coach