Paradigm change in performance management
This step demonstrates the massive paradigm shift in leadership and management, away from hierarchical control thinking and the person's appreciation. Accenture CEO Pierre Nanterme describes this as an "art of leadership" that is not in the field of measurement and evaluation, but in the performance control, but in the careful selection and promotion of the right person. If you are familiar with the idea of having found the "right employee", you give him freedom, authority and delegation to innovation. If you believe in this person, you need a continuous partnership dialogue, based on trust and appreciation, and therefore on only a few, very simple questions.
So far, in large corporations, on average, more than 200 hours of each manager's work are spent on preparation and follow-up alone, such as conducting annual employee interviews and evaluations. According to study the CEB HR advice use Company with some 10 000 employees around 35 million $ annually solely for measuring the performance of their employees, including advanced performance management technology.
Previous performance management systems miss the target
Many studies have shown that the results of such time-consuming and cost-intensive processes are much too low. Even the positively assessed performers were rather demotivated and frustrated by the annual employee discussions, especially as the direct and high-quality dialogue with the supervisor could not be solved. Especially since 95% of the managers were dissatisfied with this type of employee evaluation and 90% of the personnel managers did not receive accurate information on how to improve the performance management system.
The goal of encouraging and motivating the employees individually was thus missed. In addition, Brian Kropp, HR Practice Lead at CEB, emphasizes that previous performance management systems had rewarded above all "narcissistic" employees, who were able to put themselves into the light very well, while others, especially introvert team members, for organization and results, have fallen through the grid.
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A "new" leadership culture emerges
All in all a development that means a significant jerk in mindset, which means new leadership culture. A departure from the typical performance rankings that served our old quantitative performance mantra - faster, higher, more: greedy for short-term profit, career-oriented, adaptive, managing, and believing in numbers.
In March of this year, Deloitte said goodbye to the classic ranking system, as Microsoft did two years ago. Positioning, status, power and hierarchy thinking have become obsolete. At Microsoft, many of the project and process managers are "more powerful", more influential than top line managers in other companies. Hierarchical titles are not meaningful and do not guarantee success. Criteria such as leadership margin and depth no longer count, but only the responsibility for a relevant project. Anyone who still depends on status and authority, who is not prepared to change and constantly learn to, is open to cooperation and transparency, is out of place. The myth of a steep corporate career as the only blessing success does not pull anymore.
What is the new performance mantra?
Guidance itself, but this is not easier. Management is only effective and legitimate if it allows for open-minded, partnership-based dialogue on the basis of meaning, self-responsibility and moderation of efficient cooperation. The basis for this is trust and appreciation, trust in self-motivation and self-motivation, in the outcome orientation of the individual.
The new performance mantra is qualitative: more conscious, intelligent and sustainable, and thus more challenging for the individual responsibility and self-management of each individual.
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