Performance Review advice?
Hello everyone! My team is looking to revamp our yearly performance review process. Does anyone have any templates, techniques or examples that work for them? What we struggle with is having a clear way for people to understand the metrics they are being measured by and having an artifact to speak to that, so that it is actionable and trackable for the following year. Any thoughts?
How about assessing them based on the purpose and values of the organization? Letting their peers assess them on these topics? The Belgian ministry of social security does that well on values (https://corporate-rebels.com/frank-van-massenhove).
Or simply moving towards the "stop, start, continue" approach used by among others Netflix (https://corporate-rebels.com/annual-performance-reviews/).
And here's how Buurtzorg and Handelsbanken do it: https://corporate-rebels.com/high-performance-culture/
Soon we will also publish on Haier's way of doing this.
Is this of any help? I would also be curious to learn more from others as we often encounter this problem in traditional organizations too.
Ford's management model became the most influential one in the early 20th century. It embraced the possibilities enabled by the assembly line. This was followed by the General Motors' model (i.e. the multidivisional firm), and later by Toyota's model (i.e. Lean). More recently, electronic technologies (like computers and the Internet) have enabled the rise of the global 'Agile movement' with Spotify's model as the poster child. But now, with more and more IoT technologies, what will become the most influential management model of the future?
Maria Popova writes, “The history of the world is the history of telling others who and what we are—from tribal markings to national flags to family crests to pronoun-specifying email signatures.” How we choose to tell our stories—and what artifacts we choose to highlight—alters the way we hear our past, experience our present, and create our future.
Just over 5 years ago we quit our corporate jobs to start Corporate Rebels. Our mission was simple: to make work more fun. And it hasn’t changed. Five years later, it’s fair to ask: "Where do we now stand in the workplace revolution"?