Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
Printable Handouts
Navigable Slide Index
This material is restricted to subscribers.
Topics Covered
- Achieving targets
- Accountability vs. Development
- Rewards
- Sanctions
Links
Series:
Categories:
Talk Citation
Micheli, P. (2023, January 31). Individual performance management [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved October 11, 2024, from https://doi.org/10.69645/SDYL7665.Export Citation (RIS)
Publication History
Other Talks in the Series: Introduction to Performance Management
Transcript
Please wait while the transcript is being prepared...
0:00
Welcome to this sixth talk
on performance management.
I am Pietro Micheli.
I'm a Professor of
Business Performance
and Innovation
at Warwick Business School.
The topic for today is individual
performance management.
0:16
Individual performance
management often
connected to rewards
but in this talk,
we're going to
look at this first
and then in the next talk,
we're going to talk about
rewards more specifically,
is something that is
very difficult to do.
Organizations evaluate the
performance of individuals,
often on a yearly basis,
and then rank individuals
according to their performance
vis-a-vis their peers.
In a team of 10, for example,
you would have a league
table of the top performers,
the middle performers and
the bottom performers.
This is often related
then to the ways in which
people are rewarded or
sanctions and so on.
This approach has been
used for a long time.
The company that is most
often associated to
this is General Electric or GE,
because of its charismatic
CEO in the 1980s and onwards.
Jack Welch, he was a great
believer in the fact
that individuals have to be
assessed in a way
that it was rigorous,
but also gave them a strong
sense of the organization
to who were the top performers
and who were the
bottom performers.
In the case of GE and
many other companies,
the bottom performers
would then be
sacked and asked to
leave the organization.
The top performers would then
be given more opportunities,
maybe promotions and
so on and so forth.
Now, what do you can
see over the last five,
possibly 10 years is a
shift away from this.
Now, it's still
popular in a sense to
have the typical ranking
of employees and so on.
But organizations
have moved away
from it for a number of reasons.
One of them is, of course,
the fact that individuals
don't necessarily
work as individuals. They
may be part of teams,
so it's very difficult
to rank people
when it's the team
output that matters,
not the individual output.
But also organizations
have started to
work a lot more on
the short-term goals.
Trying to achieve
something that is
not in the full business cycle.
The yearly cycle typically,
but something that may be
more related to a project or
a specific activity that
lasts a lot less than a year.
In more agile and more
dynamic absent environment
that's more typical
than the ones
where you can have a
planning cycle that is maybe
five years and then a shorter
plan of a year or so.
The other point is that
it's been recognized that
this yearly assessment that
we use has been used for awhile.
It's not particularly
useful because it
almost happens away
from the context.
It's an assessment that
is done once a year,
that doesn't necessarily
lead to much improvement.
In fact, what may work better
is the more frequent type of
ongoing type of
discussion interaction
between managers and employees.
This may move us away from
the Early Assessment to
something that is more frequent
and that is also
tracked digitally.
Now, we don't need necessarily
the typical paper and pen
approach where somebody will be
assessed almost like a teacher
assesses pupil at school,
but something that can
be done more frequently
and more digitally and
we have a lot more
rich data if you like.
There are examples that there is
a known case study of Deloitte,
but also IBM, Adobe,
many organizations have
used this approach of
more frequent digital
way of appraising,
evaluating employees and
their individual performance
more related to
shorter term goals,
often may be looking at this in
the context of a team and so on.
This is shift in the
sentiment, if you want,
in a general sense,
away from the 1980s,
1990s where
the one-year performance
assessment was done and
the ranking of individuals
was done to something that
tends to be a bit more
developmental, if you like.