1. Functions of Traditional Performance Appraisal
2. Main Conflicts when you want to bring Performance Appraisal inside Scrum
3. How Titansoft solve the problem
4. Tips/Advice
5. TEAM TITANSOFT
(2018 Singapore Headquarters)
240+
Workforce
4
Offices
30
Average age
100+
Trainings/yr
2005
Singapore
150+
Countries
5M
Users
新加坡國家品質認證 新加坡人才培育認證
6. What is the purpose of
Performance Appraisal?
Talking Points
7. Ref: Abolishing Performance Appraisals: Why They Backfire and What to Do Instead by Tom Coens and Mary Jenkins
Improvement
Coaching &
Guidance
Feedback
Compensation Staffing
Legal
9. Scrum – Self Org. Team
Performance Appraisal
Product Owner
Cross Function Team
Scrum Master
Manager
One Employee
Team
Product
Individual
Every sprint
Open, Transparent
Negotiable
Multi Direction
Every Quarter
Closed, Confidential
Mostly Fixed
Single Direction
Actors Focus Process
12. Improvement
Focus on Product KPI instead of
Individual Performance
Let team owns its process to improve.
Manager Role:
Questioning – To ensure Focus
Measuring – What you measure will Improve
Enabler – Training, Resources, Mediator
13. Ref: Yves Lin – Ex Titansoft GM, “From Chaos To Control” – Agile Singapore 2016
Metrics for Product, Process, and People
15. Coaching & Guidance
Openness - Transparency
The teams agree to be open about all the work and
the challenges with performing the work
Manager Role:
Story Telling – Inspire
Enabler – Creating communication channel
Guiding – Teach management skill
Facilitator – Let team have deeper conversation
16. Double Linked Meeting - Sociocracy
Further Reading: https://www.agilebossanova.com/bossa-nova-leader-in-singapore-taiwan/
Ref: MiersonSheella_Sociocracy-overview-handout.pdf
Coordinating Circle
Delegation – Team’s Voice
Leader – Operational
Weekly meeting - 1.5H
Outside working hour
19. 82% People somewhat feel they
have influence on product outcome
–2019 Mid Year Survey
20. Feedback
Inspections & Adaptation
Manager Role:
Police – To sustain continuous learning process.
Enabler – Provide tool/process when it’s needed.
Make it transparent.
22. 360 Feedback
3 committed plan
Publish to Team
Process Peer Review
Facilitator
HRD Member
Frequency
Every 3 Months Month
Objectives
Improve Team Co-Working
Improve Team Competency
26. 70% feel appreciated for their
contribution made at work.
73% are engaged.
2019 Quarterly Engagement Survey
27. Staffing
Transparency
Building a culture of Freedom and Responsibility - Netflix
Manager Role:
Story Teller – Netflix Story
Guardian – Ensure Fairness
Empower – Involve team in Hiring/Firing Decision.
30. Member failed meet
team expectation x2.
Improvement
Plan (3 months)
Pass/Fail
Process Grow and Adapt
Plan
Facilitator
HRD & Dept. Manager
Input
Collected Feedbacks.
Objectives
Ensure culture fit
Provide exit
32. Team send %
distribution
Manager asking
process
Manager finalize it
Process Bonus Self-
Allocation
Facilitator
Team member
Input
Collected Feedback
Objectives
High performer get rewarded
Who performed well?
33. Legal
Coaching &
Guidance
Monthly Dialogue
Double Link
Feedback
Retrospective
Peer Feedback
Manager Feedback
PO Feedback
Staffing
Self Promotion
GAP
Improvement
Focus on Product KPI
Compensation
Self Bonus Allocation
Manager Finalize It
35. Every truth has two sides;
it is good to look at both, before we commit ourselves to either.
36. Says that the majority of the output of any one
employee is attributable to the system they work in.
W.E Deming
Focus on Process & Overall Results.
37. 80% empowerment
20% boss
One of the biggest mistakes poor leaders and managers
make is to want to “be the boss”
– Patty McCord –
Manager Role
38. What impact do you want to
achieve by doing Performance
Appraisals?
Answer this 1st
39. Relieve your frustration at the enormous
task of changing an organization by taking
one small step at a time toward your goal.
Share Story
- Experience as employee
- Experience as Manager
- Transition Questions ???
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Improvement: For Individual & Organization. If everyone is doing well then the org will improve as well.
Coaching & Guidance: Provide opportunity for Manager to provide coaching & guidance to employee.
Feedback: Manager give Positive & Constructive feedback
Staffing: Promotions, Layoff, Change Function
Compensation: Salary adjustment, Bonus allocation
Legal: Documents
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
There is no silver bullet to solve the above problem. Every solution may work depend on its context.
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
One of manager role in the beginning of scrum implementation to create channel so that people can be open about the problem they face
Sekilas ttg sociocracy
Fungsi dari D & L
Pembahasan:
- Masalah Team & PO.
- Masalah Manpower
- Masalah conflict antar team member
- Policy yang ambigue.
- Story telling : how other company doing hiring strategy, why some company need to layoff, how to stay competent in this fast changing world.
Kasarnya – Brain Washing
Sekilas ttg sociocracy
Fungsi dari D & L
Pembahasan:
- Masalah Team & PO.
- Masalah Manpower
- Masalah conflict antar team member
- Policy yang ambigue.
- Story telling : how other company doing hiring strategy, why some company need to layoff, how to stay competent in this fast changing world.
Kasarnya – Brain Washing
Concern raised out By POs, PDs, DM.
Output: Agreement, common understanding, Feel Heard
Manager harus terkadang harus bisa berdiri di dua sisi.. Kadang kita mendukung PO , kadang kita juga mendukung developer/ QA / ux.
Once we align our perspective - Then we can have agreement how to achieve our common goal
No need to discuss this. As people are aware.
Still retro – but you cover one whole month
Weekly retro - Product
Monthly people,
One of manager role in the beginning of scrum implementation to create channel so that people can be open about the problem they face
Sky has covered.
Sky has covered.
Emphasize the important stuffs if audience want to try.
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Find your way – Which one is more suitable with your organization
Manager Job – To make sure process & result
Patty McCord – Chief Talent Officer in HRD
Before you want to remove or change Perf. Appraisal What result do you really want to achieve?
If you don’t know then just stop doing it.
If you know then think about the suitable tool that you can use.
Do big changes can be frustrating. So Take one small step at a time.
By Linda Rising
