Ravi's presentation at ATC2015

1. By
Ravishankar R, CSM, CSP, SAFe Agilist
Agile Consultant & Coach

7. Ultimate goal of the manager
and HR is to get performance
appraisals done as fast as they can

9. What’s in it for me?

10. “It is difficult to get a
man to understand
something, when his
salary depends on his
not understanding it.”
-Upton Beal Sinclair. Jr
Journalist, Political Activist, Politician, Novelist &
Writer

11. LETS TAKE A CLOSER
LOOK AT THE MAIN
THEMES
OF
AGILE PERFORMANCE

12. Managers and HR conducting regular one on ones with
team members and provide feedback.
Than just setting goals once and
evaluating twice a year, continually
interacting and providing feedback
on team members progress &
performance.

13. Source feedback from Peers, Agile
team members and other
appropriate stakeholders.
Get the collective intelligence and
know-how of others.
Start seeing different outlook for
performance!

14. One of the most effective ways to increase engagement is
simply to recognize employees for their performance, in
both formal & informal ways
Use the recognition from peers and others to encourage
people to be their best at work

15. Source : How Performance Recognition & timely feedback Impacts Innovation & Employee Engagement, O.C.Tanner

16. Unlike performance appraisals driven through hierarchal
protocols restricting the employees from a healthy & open
dialogue – run performance management driven through
team capabilities & skills.
Creativity and skills in the making
of the future world!

17. Monetary benefits as the only outcome of appraisals
creates a less motivated workforce and creates hatred
and low productive teams.
Appraisals to be performed considering the factors influencing
employee motivation.

18. Self-set salaries with
peer calibration for
base pay
No bonuses, but
equal profit sharing
Narrower salary
differences
Significant training in
relational skills and in
company culture.
Rotation programs to
immerse oneself in
the organization
No promotions,
but fluid
rearrangement of
roles based on peer
agreement.
Responsibility to
speak up about issues
outside of one’s scope
of authority

20. "All this terminology of rankings -
forcing rankings along some
distribution curve or whatever -
we're done with that.
We're going to evaluate you in
your role in the team, not vis-à-vis
someone else who might work in
Washington, who might work in
Bangalore. It's irrelevant. It should
be about you & your team.“
Pierre Nanterme
Chairman & CEO, Accenture

21. Questions???
“Simple, clear purpose and
principles give rise to complex,
intelligent behavior.
Complex rules and regulations
give rise to simple, stupid
behavior.”
Gente Boa Dee Ward Hock,
Founder & Former CEO, VISA

22. Questions???

23. E-mail: reetushankar@gmail.com