Académique Documents
Professionnel Documents
Culture Documents
System
“[Redesigned performance management processes] shift the focus away from
forced-distribution rankings and much more toward helping managers coach
people to succeed. By changing this one HR ‘ingredient,’ it is possible to affect
many others.” – David Parent, Nathan Sloan, Akio Tsuchida, Deloitte
In its radical redesign of its performance management approach, Deloitte defined
three objectives for the new system” “to recognize, see and fuel performance.
Centered on looking at the ‘whole story’, Deloitte’s new system is based on three
interlocking features to support the ‘whole story’ ”“the annual compensation
decision, the quarterly or pre-project performance snapshot, and the weekly
check-in. Based on the aforementioned statement, one can adequately arrive at
the conclusion that Deloitte has successfully adopted an approach relying on
continuous, real-time feedback and focusing on collaboration, coaching and
development.
Moreover, Deloitte’s research found the best team leaders conducted regular
‘check-ins’ with individuals, brief conversations that set expectations for the
forthcoming week, reviews priorities, feedback on recent work and provides
“course correction, coaching, or important new information. Instead of limited
reviews to one dreaded annual event, these regular ‘catch-ups’ help provide
clarity regarding what is expected from people and why. Deloitte’s new ‘simplified’
performance management model calls for each team leaders to ‘check in’ with
each team member once a week.
Director of Leader Development at Deloitte Ashley Goodall stressed in a
Harvard Business Review article:
“If you want people to talk about how to do their best work in the near
future, they need to talk often. So far, we have found in our testing a direct
and measurable correlation between the frequency of these conversations
and the engagement of team members. Very frequent check-ins, we might
say radically frequent check-ins, are a team leader’s killer app.”
By shifting its approach from a “batched focus on the past to a continual focus on
the future” through regular evaluations, Deloitte hopes it can help fuel
performance by delivering a more transparent approach to performance
management.
In recent years several of the most famous organisations have publically
announced they are abandoning the loathed management tradition of
performance appraisals, including Microsoft and Adobe.
As Fortune writes, many companies are swapping old rating systems in favour of
ways to force “honest conversation.”
For example, Adobe, similar to Deloitte, has put a ‘check-in’ system in place,
whereby regular feedback and guidance is given by team leaders instead of
confining such an activity to one big annual event.
While it’s true that effective Performance Management must include metrics in
order to provide substance and accountability, the real key to performance
management is communication. Good communication, clarification of roles, and
clear statement of expectations - all help avoid performance problems. Everyone
including the business owner needs to have someone; a trusted advisor, board
member or manager, to help them process the data that supports performance
management.
3. Clear: Make clear the specific behavior being discussed and what good
performance looks and feels like.