Armstrong on Reinventing Performance Management by Michael Armstrong

Author:Michael Armstrong
Language: eng
Format: epub
Publisher: Kogan Page
Published: 2016-10-13T16:22:28+00:00

Deloitte

Deloitte replaced the formal annual review with regular ‘check-ins’ conducted by team leaders with each team member about current work. These conversations allow leaders to set expectations, review priorities, comment on recent work, and provide correction, coaching and important new information.

Gap Inc

The new approach to performance management at Gap Inc is called ‘Grow. Perform. Succeed.’ (Its abbreviation, GPS, is also the company’s stock symbol.) By redesigning its performance management system and giving it a new name, the company repositioned the process as less of a threat, an important step to better conversations.

The change involved the introduction of 12 ‘touch base’ sessions to replace the single year-end review meeting. These are intended to be informal discussions between managers and employees that can take place anywhere and at any time. None of these conversations is recorded.

The meetings may be used to discuss any aspect of performance, although ideally employees should revisit their objectives to make sure they are still relevant and to see if there are any new ones that need to be added or current ones that need to be taken away. Their performance is against the new performance standard. Are they learning from their successes and failure? Are they demonstrating the values of the company? The discussion may cover key working relationships and career aspirations. It is intended to focus on these larger topics, rather than the day-to-day aspects of work.

The existing Gap feedback model is used, which encourages managers to ask employees three questions:

What went well?

Where did you get stuck?

What would you do differently next time?

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