Sessions

Universally, the thorn in nearly every manager's and direct reports' side is the dreaded formal annual performance review. Based on the widely accepted notion that performance management is broken, organizations have been rethinking the process. To fix the mandatory yearly review, companies have put in place more frequent conversations. Some surveys indicate that 20% of Fortune 1000 companies have moved away from the traditional yearly review and rating system to the new, more frequent process and not rating scale. These firms have received widespread publicity in the press and professional Human Resources journals.  

This fast-paced session focuses on how organizations have redesigned this process to make it useful, efficient and meaningful for employees and their managers. We will explore how companies went about the process and the benefits reaped as a result. What are the practices that work and are not working? Have companies eliminated annual ratings? What are the concerns that remain, i.e. compensation, bonus, merit decisions and employees who are not performing to expectations? Learn why this process has encountered issues in different cultural settings. 
Learning Objectives: 

• Learn the four critical activities to have in place to initiate the transformation of performance management. 

• Learn how to move from feedback to feed-forward. 

• Determine who needs to have ownership and accountability for the process. 

• Explore the issues that other organizations have faced with agile performance management. 

• Learn how to address compensation and promotions in the absence of reviews.  

• Understand why this is (and should) not be a corporate culture change activity.  

• Understand why conversations and coaching are not working and what needs to be in place.