Performance and improvement can not be "managed". Improvement must be facilitated by working on fair conditions and context dinamics. Working with people, measuring performance and linking incentives to individual goals leads to counterproductive results. What are the current alternatives to evaluating (people's) performance, developing careers, and to align teams' work with business goals?

1. Marco Calzolari
@marcocalzolari
@agilereloaded
ORGANIZATIONAL
INTELLIGENCE
VENEZIA, IT – Sep 16, 2017
PEOPLE PERFORMANCE AND
PEOPLE POTENTIAL:
HOW TO QUANTIFY THE
NON-MEASURABLE

2. 2
The way in which someone or something
functions.
— The American Heritage Dictionary of the English Language
PERFORMANCE

3. 3
PERFORMANCE APPRAISAL
… a method by which the job performance of
an employee is documented and evaluated.
Performance appraisals are a part of career
development and consist of regular reviews of
employee performance within organizations.
— Wikipedia

4. 4
The Annual Performance
Appraisal System

5. 5

6. 6

7. 7

8. 8
_Photo by Jeremy Bishop on Unsplash_

9. CREATING ADDING VALUE
9

10. 10
SOLVING PROBLEMS
AVOIDING RISKS

11. INSPECT AND CONTROL
11
_Photo by Patryk Grądys on Unsplash_

12. 12
Rules of conduct
Policy manuals
Time clocks and leave approvals
Award and incentive pay
Suggestion programs

13. 13
_Photo by roya ann miller on Unsplash_

14. 14Human nature generally answers
external coercion with a
countercoercion. It seeks its
satisfaction not in rewards for
obedience and docility, but aims to
prove that its own means of
power are stronger.
— Alfred Adler
— The Individual Psychology of Alfred Adler, 1964

15. 15
_Photo by Mayowa Koleosho on Unsplash_

16. More control
๏ Mandatory
๏ Documented
๏ Administered by Management
๏ Holds people accountabile for past goals
๏ Requires signature
๏ Is tied to decision about pay,
advancement, promotion, layoff

17. Decisions 17
๏ Developing employees
๏ Goals setting and motivating
๏ Learning through feedback
๏ Rewarding the best
๏ Addressing the week
๏ Identify Talent
๏ Determining internal suitability
_Photo by Victoria Heath on Unsplash_

18. Questions 18
๏ How am I doing?
๏ How do I compare to others?
๏ Am I promotable?
๏ Where I will be if the downsizing comes?
๏ Where I will be if the company grows?
_Photo by Bench Accounting on Unsplash_

19. A performance appraisal is
about believing that
others hold the secret
to your own worth.
— Dick Richards
— Artful Work
19
_Photo by Jay Wennington on Unsplash_

20. _I Love Lucy - Job Switching (1952) _
_https://www.youtube.com/watch?v=8NPzLBSBzPI _

21. WORLD OF WORK IT’S EVOLVING

22. 22
_Photo by Clint Adair on Unsplash_

23. We live our lives in web
of interdependence
and yet we keep telling
ourselves that we are
independent.
— Peter Scholtes
—
23

24. 24
Employees’ risks are hidden.
…small variations make them
adapt and change continuously by
learning from the environment
and being, sort of, continuously
under pressure to be fit.
— Nassim N. Taleb
— Antifragile: Things That Gain from Disorder

25. 25
_Photo by Crew on Unsplash_

26. 26
_Photo by Jesus Hilario H. on Unsplash_

27. Improving the individual’s
performance will improve the
performance of the system
27
94%
Belongs to the system
(responsibility of management)
6%
Special
– W. Edwards Deming
Out of the crisis:
Assumption:

28. It is possible to adequately
distinguish and individual’s
performance from the situational
constraints (the system)
28
X + (YX) = individual performance outcome
X = the contribution of the individual,
Y = the effect of the system
– W. Edwards Deming
The New Economics
Assumption:

29. Supervisors and raters are fair,
objective, and unbiased.
29
Assumption:

30. Employees’ performance follow a
normal distribution curve.
30
_ The Myth Of The Bell Curve: Look For The Hyper-Performers - http://bit.ly/2f2QFVY _
Assumption:

31. Rating and ranking are
effective motivational and
coaching tools.
31
0
25
50
75
100
PERCEIVED RATED
_Leanne E. Atwater, “The Advantages and Pitfalls of Self-Assessment In Organizations” (1998)_
Assumption:

32. Rating and ranking are
effective motivational and
coaching tools.
32
0
25
50
75
100
PERCEIVED RATED
_Jone L. Pearce and Lyman W. Porter, “Employee Responses to Formal Appraisal Feedback” (1986)_
Assumption:

33. 33
Evaluation or Judgement?

34. The role of judge
and the role of
counsellor are
incompatible.
— Douglas McGregor
— The Human Side of Enterprise 1960

35. 35

36. 36

37. 37
Positive feedback
Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)
It’s conveying information that something was done
incorrectly or inadequately
feedback

38. 38
feedback
Positive feedback
Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)
It’s conveying information that something was done
incorrectly or inadequately
_Photo by Ray Hennessy on Unsplash_

39. There’s feedback all around
you – if you pay attention.
If you’re not getting enough
feedback, ask for it.
— Anne Saunier
— (Fast Company)
39
_Photo by Ray Hennessy on Unsplash_

40. 40
Effective
Feedback
๏ Credible source
๏ Trustworthy
๏ Good intentions
๏ Appropriate timing and circumstances
๏ Personal and interactive
๏ Clear message
๏ Helpful
_Photo by Ray Hennessy on Unsplash_

42. 42
_Photo by Angela Hobbs on Unsplash_

43. Praise is evaluation and jugment
Praise is a form of giving status
Focus on praise rather than the goal
It’s used to sugarcoat blame
Put distance between people
Tends to terminate rather than
encourage communication
43
positive feedback can
be de-motivating

44. 44
MOTIVATION

45. No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
45

46. No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
46

47. 47
— Alfie Kohn at The Oprah Show
— The Edward Deci experiment
_ https://www.youtube.com/watch?v=_6wwReKUYmw_

48. 48
Money is not a motivator
but it is a powerful
de-motivator

49. 49
Money is not a motivator
but it is a powerful
de-motivator
C B A
💶 💶 💶

50. 💶
50
Money is not a motivator
but it is a powerful
de-motivator
C B A
💶 💶 💶
Rewarding contribution
Avoiding demotivation

51. The “Equity Effort”
✓ What we put in (inputs)
✓ What we get (outputs)
✓ Compared to the inputs and
outputs of other people similarly
situated.
— Jerald Greenberg and Robert A. Baron
— Behavior in Organizations, 1995
51

52. 52
How can we have a
highly motivated
workforce?
_ http://omoss.io/work/verizondoor_

53. If you want people to do a
good job, give them a good job
to do.
— Frederick Herzberg
— Workers’ Needs: The Same Around The World
53

54. 54
Motivation is the desire
someone has to do something,
and no one can create that
desire in another human
being.

55. 55
_Photo by Clark Tibbs on Unsplash_

57. 57

58. By simply looking
at something that somebdoy
has done… that seems to be
quite sufficienct to
dramatically improve people’s
motivations.
— Dan Ariely
— What Makes Us Feel Good About Work
— TEDx RiodelaPlata 2012
58

59. 59
How to pay people?

60. 60
_Photo by Marco Calzolari :-)_

61. 61
People tend to think about what
they don’t have.
“Do everything in your power
“to help them put money
“out of their minds.”
— Alfie Kohn
— Punished by Rewads
_Photo by Cameron Stow on Unsplash_

62. 62
_ http://www.savagechickens.com/2017/05/the-corporate-goals.html_

63. 63
GOALS
_Photo by Glen Carrie on Unsplash_

64. A goal creates a focus,
but also blind spots
64

65. 65Goals can be motivating when
there is acceptance and
commitment.
Participation in goal setting can
increase acceptance but
acceptance does not assure
commitment.
Acceptance cannot be forced—it
must be genuinely voluntary to be
effective.

66. 66
_Photo by Roger Steinbacher on Unsplash_

71. 71
Choice
_Photo by Roger Steinbacher on Unsplash_

72. Choice has the power to unleash the
imagination of a hamstrung work
force, stimulate growth, foster
creativity, enhance personal worth,
fulfill dreams, or realize the things we
hold to be self-evident.
72
— James Morrison
— The Stuff Americans Are Made Of

73. Real choice builds and binds.
It fosters respect and enhances
loyalty. Choice guarantees
engagement—the precondition for
sustaining performance.
73
— James Morrison
— The Stuff Americans Are Made Of

74. 74
_Photo by Lukas Robertson on Unsplash_

75. 75
_Photo by Charlotte Coneybeer on Unsplash_

76. The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds –
with no programs.
— Daniel Quinn
— The story of B
76
_Photo by JC Dela Cuesta on Unsplash_

77. The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds –
with no programs.
Marco Calzolari
@marcocalzolari
@agilereloaded
PERFORMANCE E POTENZIALE DELLE PERSONE:
QUANTIFICARE IL NON MISURABILE
VENEZIA – Sep 16, 2017