Marco Calzolari @marcocalzolari @agilereloaded
ORGANIZATIONAL INTELLIGENCE
VENEZIA, IT – Sep 16, 2017
PEOPLE PERFORMANCE ANDPEOPLE POTENTIAL: HOW TO QUANTIFY THE NON-MEASURABLE
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The way in which someone or something functions.
— The American Heritage Dictionary of the English Language
PERFORMANCE
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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
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_Photo by Jeremy Bishop on Unsplash_
INSPECT AND CONTROL
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_Photo by Patryk Grądys on Unsplash_
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Rules of conduct
Policy manuals
Time clocks and leave approvals
Award and incentive pay
Suggestion programs
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_Photo by roya ann miller on Unsplash_
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
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_Photo by Mayowa Koleosho on Unsplash_
More control
๏ Mandatory
๏ Documented
๏ Administered by Management
๏ Holds people accountabile for past goals
๏ Requires signature
๏ Is tied to decision about pay, advancement, promotion, layoff
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_
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_
A performance appraisal is about believing that others hold the secret to your own worth. — Dick Richards— Artful Work
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_Photo by Jay Wennington on Unsplash_
_I Love Lucy - Job Switching (1952) __https://www.youtube.com/watch?v=8NPzLBSBzPI _
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_Photo by Clint Adair on Unsplash_
We live our lives in web of interdependence and yet we keep telling ourselves that we are independent.
— Peter Scholtes —
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24Employees’ 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
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_Photo by Crew on Unsplash_
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_Photo by Jesus Hilario H. on Unsplash_
Improving the individual’s performance will improve the performance of the system
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94%Belongs to the system
(responsibility of management)
6% Special
– W. Edwards Deming Out of the crisis:
Assumption:
It is possible to adequately distinguish and individual’s performance from the situational constraints (the system)
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X + (YX) = individual performance outcome
X = the contribution of the individual,Y = the effect of the system
– W. Edwards Deming The New Economics
Assumption:
Employees’ performance follow a normal distribution curve.
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_ The Myth Of The Bell Curve: Look For The Hyper-Performers - http://bit.ly/2f2QFVY _
Assumption:
Rating and ranking are effective motivational and coaching tools.
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0
25
50
75
100
PERCEIVED RATED
_Leanne E. Atwater, “The Advantages and Pitfalls of Self-Assessment In Organizations” (1998)_
Assumption:
Rating and ranking are effective motivational and coaching tools.
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0
25
50
75
100
PERCEIVED RATED
_Jone L. Pearce and Lyman W. Porter, “Employee Responses to Formal Appraisal Feedback” (1986)_
Assumption:
The role of judge and the role of counsellor are incompatible.
— Douglas McGregor— The Human Side of Enterprise 1960
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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
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feedbackPositive 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_
There’s feedback all around you – if you pay attention. If you’re not getting enough feedback, ask for it.
— Anne Saunier — (Fast Company)
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_Photo by Ray Hennessy on Unsplash_
40Effective Feedback๏ Credible source
๏ Trustworthy
๏ Good intentions
๏ Appropriate timing and circumstances
๏ Personal and interactive
๏ Clear message
๏ Helpful
_Photo by Ray Hennessy on Unsplash_
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_Photo by Angela Hobbs on Unsplash_
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
43positive feedback can be de-motivating
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
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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
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— Alfie Kohn at The Oprah Show — The Edward Deci experiment
_ https://www.youtube.com/watch?v=_6wwReKUYmw_
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50Money is not a motivatorbut it is a powerful de-motivator
C B A
💶 💶 💶
Rewarding contributionAvoiding demotivation
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
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52How can we have a highly motivated workforce?
_ http://omoss.io/work/verizondoor_
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
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Motivation is the desire someone has to do something, and no one can create that desire in another human being.
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_Photo by Clark Tibbs on Unsplash_
By simply lookingat 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
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61People 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_
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_ http://www.savagechickens.com/2017/05/the-corporate-goals.html_
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GOALS
_Photo by Glen Carrie on Unsplash_
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.
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_Photo by Roger Steinbacher on Unsplash_
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Choice
_Photo by Roger Steinbacher on Unsplash_
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.
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— James Morrison — The Stuff Americans Are Made Of
Real choice builds and binds.
It fosters respect and enhances loyalty. Choice guarantees engagement—the precondition for sustaining performance.
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— James Morrison — The Stuff Americans Are Made Of
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_Photo by Lukas Robertson on Unsplash_
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_Photo by Charlotte Coneybeer on Unsplash_
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
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_Photo by JC Dela Cuesta on Unsplash_
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