The Slow Extinction of Performance Reviews (free live webinar) - Shared screen with speaker view
I don't have any sound and my audio is on
My sound is working just fine.
My sound is working, too
Marilea (Mel) De Faria
My sound is also working fine
Computer audio is working for me. yesterday there were global issues with zoom over mobile phones
Karen, ensure zoom has access to your device's microphone. Maybe try to sign in again.
Ongoing talent reviews throughout the year
No reviews at all - Flat organization
Deloitte shifted away from annual performance reviews a few years ago
Hi All, We recently launched a weekly feedback system through 15Five.
We did 9Block this year
Marilea (Mel) De Faria
At the previous company I worked form, it was the traditional once a year review unfortunately
We do the traditional 90-day review and annually after that. We also give skill level increases/spot-on review.
I'm seeing clients use quarterly (formal) with annual wrap up.
New Hire 90 days then annual, and 90 days following a position change
6 to 8 week check-in, with annual summary
We're small enough to easily allow ongoing conversations.
Transitioning from traditional to continuous
Villetta Reeves (AMN Healthcare)
we use annual reviews, but it's not effective and no one likes it!
traditional review annually
We're focused on neutral, constant feedback. Taking the emotional words, thoughts, anger, frustration, disappointment out of our conversations and focusing on safe, neutral feedback.
We - use SMART goals, encourage continuous feedback, and hold quarterly Performance Development discussions with a mid-year and annual review
Traditional annual performance evaluation
For those not doing reviews. How are you managing compensation adjustments / increases / market changes?
Traditional annual reviews
yes, weekly 'call for coaching'
daily if needed, push a week if needed, but standing 15 minute 'call for coaching' that generally is driven from the employee up, opportunity for leader to share the company's shifts
@Anna Nocera. Individual Based Increases - Driven by the employee, not formal program or timing. Quarterly profit sharing typically drives performance and removes the need for increases for most employees
Anna - we leverage a final 'grouping' based on coach due diligence and performance snapshots to align against merit increase guidelines
For anyone interested, I recommend a good article from HBR March/April 2019- The Feedback Fallacy.
Thanks Kathy and Alejandro...this has been my biggest obstacle with moving towards a new direction with the process.
I should add that our profit sharing has attainable team goals, not individual goals
Thanks Tania. Great info!
I have one mid-level manager with 30 employees. Has it been difficult for those managers to do those formal coachings 4 times a year versus that one review annually? Its not a roadblock, but definitely a speedbump.
Neurosience research really backs up the positive practice of asking for feedback, where giving it unsolicited will trigger threat.
Whenever you see one of your people do something that worked for you, that rocked your world just a little, stop for a minute and highlight it. By helping your team member recognize what excellence looks like for her—by saying, “That! Yes, that!”—you’re offering her the chance to gain an insight; you’re highlighting a pattern that is already there within her so that she can recognize it, anchor it, re-create it, and refine it. That is learning.
Spot on Peter!
Deloitte has shifted to ongoing, 1:1 coaching conversations where team leaders and team members discuss recent successes and challenges. It's a positive approach to providing performance feedback in real time.
How do you track the completion of the check-ins? Do you use an HRIS? Or manual PDFs?
Without the rating system, how are monetary conversations?
This practice is ‘best practice’ backed up by tons of research. From what I find, the training can also be a culture changer, as well as adding to the competence of your leaders.
@Anna Nocera - we completely separate performance outcome discussions from compensation conversations
How do you address the consistency of measuring the objectives without a rating system?
What is the basis of the increase without rating? seems bias as well... is it flat?
At Deloitte, we have 1:1 ongoing 'check ins', quarterly snapshots (captured via iRPM system), Panel led talent reviews throughout the year and a final outcomes/impacts YE talent review to close things out. We have a consistent Panel to ensure we know who is hitting it out of the park versus team members who are struggling, etc. All of those data inputs feed into the merit adjustments.
That would be great to see sample documents. Thank you.
Nice presentation, thanks for sharing your passion project! So agree that this affects how we parent, as well.
This was very helpful, thanks!
Marilea (Mel) De Faria
Thank you for sharing!
it says Mort Tuchin but it's Marlene Zagon
great topic. Thank you Angelica for your leadership