As Bersin’s™ recent High-Impact Performance research indicates, the discipline of performance management is in the midst of deep and fundamental changes.1 As this evolution has moved from the halls of HR, to the C-suite, to the popular press, and the forefront of many employees’ minds, we’ve noticed that a couple of key terms have come to be used interchangeably along the way—specifically, ratings and rankings. This blog offers a quick perspective on how Bersin uses these terms and why we think it is important to distinguish between the two.
No one likes traditional performance ratings very much. Most people ﬁnd the rating process opaque and question its objectivity and fairness. Managers don’t want to spend their time shoehorning people into fixed categories, defending their choices, and communicating ratings that disappoint more often than they thrill. Even HR doesn’t like ratings very much, as the process often involves chasing down managers to complete ratings and enforce guidelines. To respond to this, 14 percent of organizations we surveyed have gone “ratingless,” abandoning performance ratings altogether.1
Posted by Kathi Enderes on November 12, 2018.
“Science confirms: people are not pets,” claims a recent article.1 The key finding of this piece was also the topic of the book Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink,2 which asserts that people cannot bribe others into doing what they want. Study after study has confirmed that attempts to motivate people with extrinsic rewards to perform better, work harder, or behave differently tend to be fruitless at best—and are often counterproductive. So why do so many organizations still use the old “pay for performance” moniker? Why do they spend hours and hours designing systems to evaluate performance and differentiate performance levels with rewards?
Posted by Kathi Enderes on October 16, 2018.
Performance management—or the abandonment of it—is a hot topic. We just launched the results of a new High-Impact Performance Management study—the results of surveying over 1,000 organizations globally, across all industries, geographies, and sizes. Many organizations feel old-fashioned and left behind in their approaches to performance management, apologizing if they have not evolved from traditional ratings or performance reviews. Yet organizations still need to make people-related decisions, and individuals need fact-based input to understand current performance and gauge development opportunities. The absence of relevant data often creates a vacuum, leaving individuals confused and organizations open to bias, subjectivity, and misinterpretation. We delved deeper into this topic in our High-Impact Performance Management study.
Posted by Kathi Enderes on October 16, 2018.
In the blog “Merging Performance Management and People Analytics,” I wrote about how combining performance management and people analytics can lead to better and more frequent data for making people decisions and evaluating performance, as well as the opportunity to embed both performance management and people analytics into the flow of work itself. Bersin research shows that combining these entities can drive increased business and workforce performance.1 The performance management software vendor Reflektive, for example, effectively integrated its performance management and people analytics efforts.2
Posted by Kathi Enderes on September 24, 2018.
Performance reviews are dead! Long live performance reviews!
This sums up the last few years’ heated discussion around reviews, ratings, and performance management (PM). I was excited by the opportunity to lead a broad industry study regarding performance management as my first priority with Bersin. I have been working on this topic for the last 20 years: in management consulting for Fortune 50 companies, as a practitioner in large organizations, and most recently in my research here at Bersin.
Posted by Kathi Enderes on September 20, 2018.
The HR tech market is almost as hot as Las Vegas in September. This year’s HR Tech conference was one of the biggest ever in regard to solution providers, corporate buyers, consultants, thought leaders and analysts—and even a fair amount of venture capitalists ready to place their bets. The venue, a large hotel and casino on the Las Vegas Strip, was an appropriate place for anyone looking to wager their chips on a winning solution.