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ALL ABOUTAGILE PERFORMANCE MANAGEMENT

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TO BEGIN OUR EXPLORATIONIMAGINE YOU ARE AT A CONCERT

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Pick your favourite artist.How much energy and enthusiasm is created

when the crowd sings, screams, jumps and dances?

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NOW IMAGINE A CONCERTWHERE EVERYONE IS QUIETInstead of singing, screaming and dancing, six months later the crowd write a review and rate the performance

What affect would that have on the performer’s energy and enthusiasm?

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PERFORMANCE MANAGEMENTIS LIKE THE UNRESPONSIVE CONCERTIt needs to be replaced !

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TO WORK OUT HOW WE GOT HERE …LET’S TAKE A TRIP BACK IN TIME

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MERIT SYSTEMS EXISTED IN ANCIENT CHINA1

PROMOTION WAS BASED ON MERIT

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BUT PERFORMANCE MANAGEMENT REALLY GOT UNDERWAY IN THE 1950S PETER DRUCKER POPULARISED THE TERM “MANAGEMENT BY OBJECTIVES”2

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BY THE 1980’SPERFORMANCE MANAGEMENT HAD DEVELOPEDBUT STILL LARGELY SUCKED

ROLL ON THE 1990s

THE WORKPLACE WAS CHANGING RAPIDLY DUE TO TECHNOLOGY

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MORE SOPHISTICATED METHODS STARTED TO APPEARLIKE LEVEL BASED COMPETENCIES

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EVEN AFTER ALL THESE DEVELOPMENTS THERE ARE STILL PROBLEMS THE PROCESS IS TOO UNRESPONSIVE

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Appraisals are backward looking and there are too few touch points

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PRESENTING AGILE PERFORMANCE MANAGEMENTDesigned for today’s workplace. Social, faster moving, collaborative, more fun. !

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IT IS PARTICULARLY SUITED TO MILLENNIALSBut works equally well for all generations !

SO WHAT ARE

Continually developing skills and capabilities. !

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Communication, regular feedback and coaching are needed to build high performing teams.

DEVELOPMENT FOCUS

REGULAR CHECK-INS

THE MAIN THEMES OF AGILE PERFORMANCE MANAGEMENT?

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LET’S TAKE A CLOSER LOOK AT WHAT MAKES

AGILE PERFORMANCE MANAGEMENT

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REGULAR FEEDBACKREDUCING THE FEEDBACK GAP CREATES BETTER RESULTS

Positive feedback builds energy and enthusiasm. Lack of adjusting feedback leads to repeat issues. !

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REGULAR CHECK-INSPEOPLE MANAGERS CONDUCTING REGULAR ONE ON ONES WITH TEAM MEMBERSJust like an elite sports coach sets goals and then continually coaches players one on one, people managers need to do the same. !

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CROWDSOURCE FEEDBACK

SOURCE FEEDBACK FROM PEERS, PROJECT TEAMS AND OTHERS !Mine the collective intelligence and experience of others. See different perspectives.

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SOCIAL RECOGNITIONUSE THE RECOGNITION FROM PEERS AND OTHERS TO ENCOURAGE PEOPLE TO BE THEIR BEST !

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Hierarchical power is out. Skills are in. Creativity and talent make the future.

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SKILL DEVELOPMENT

CAPABILITIES AND SKILLS RULE IN THE NEW WORLD OF WORK

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AGILE LEARNING

COACHING, MENTORING, ELEARNING AND ON-THE-JOBAgile leaders need coaching skills in their kit bag.

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SUMMARY OF IMPROVEMENTS

WHAT ARE THE BENEFITS OF

AGILE PERFORMANCE MANAGEMENT? Let’s take a look at what the research says.

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HIGHER RETURNS

Deloitte3 have found that quarterly goals result in 30% greater returns than annual goals.

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30%

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When Deloitte conducted research4 for Google Australia, they concluded that companies who focus on collaboration are two times more likely to outgrow their competitors.

2X

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MORE LIKELY TO OUTGROW COMPETITORS

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WHERE

CAN I FIND OUT MORE? ALL THE INFORMATION YOU NEED IS AT: WWW.COGNOLOGY.COM.AU/AGILE-PERFORMANCE-MANAGEMENT/

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REFERENCES

[1] BURBANK AND COOPER (2010), 51.

[2] DRUCKER, PETER F., "THE PRACTICE OF MANAGEMENT", IN 1954.

[3] HTTP://WWW.FORBES.COM/SITES/JOSHBERSIN/2014/10/15/THE-TOP-TEN-DISRUPTIONS-IN-HR-TECHNOLOGY-IGNORE-THEM-AT-YOUR-PERIL/

[4] HTTP://WWW.DELOITTE.COM/VIEW/EN_AU/AU/SERVICES/FINANCIAL-ADVISORY/DELOITTE-ACCESS-ECONOMICS/COLLABORATIVE-ECONOMY/INDEX.HTM

IMAGE CREDITS: HTTP://COMMONS.WIKIMEDIA.ORG/WIKI/FILE:TEAMTIMECAR.COM-BTTF_DELOREAN_TIME_MACHINE-OTOGODFREY.COM-JMORTONPHOTO.COM-07.JPG

HTTP://EN.WIKIPEDIA.ORG/WIKI/PETER_DRUCKER

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