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At the Bank of Montreal BMO , for example, the shift began as tech employees joined cross-functional product-development teams to make the bank more customer focused. The business side has learned agile principles from IT colleagues, and IT has learned about customer needs from the business. One result is that BMO now thinks about performance management in terms of teams, not just individuals.
Elsewhere the move to agile HR has been faster and more deliberate.
GE is a prime example. Seen for many years as a paragon of management through control systems, it switched to FastWorks, a lean approach that cuts back on top-down financial controls and empowers teams to manage projects as needs evolve.
The changes in HR have been a long time coming. After World War II, when manufacturing dominated the industrial landscape, planning was at the heart of human resources: Companies recruited lifers, gave them rotational assignments to support their development, groomed them years in advance to take on bigger and bigger roles, and tied their raises directly to each incremental move up the ladder.
The bureaucracy was the point: Organizations wanted their talent practices to be rules-based and internally consistent so that they could reliably meet five-year and sometimes year plans. That made sense.
Every other aspect of companies, from core businesses to administrative functions, took the long view in their goal setting, budgeting, and operations. HR reflected and supported what they were doing. Lateral hiring from the outside—to get more flexibility—replaced a good deal of the internal development and promotions. For the most part, though, the old model persisted. Like other functions, HR was still built around the long term.
Workforce and succession planning carried on, even though changes in the economy and in the business often rendered those plans irrelevant.
Annual appraisals continued, despite almost universal dissatisfaction with them. Why is this the moment for it? Because rapid innovation has become a strategic imperative for most companies, not just a subset.
To get it, businesses have looked to Silicon Valley and to software companies in particular, emulating their agile practices for managing projects. Companies are redesigning their talent practices in the following areas: Performance appraisals. When businesses adopted agile methods in their core operations, they dropped the charade of trying to plan a year or more in advance how projects would go and when they would end. As individuals worked on shorter-term projects of various lengths, often run by different leaders and organized around teams, the notion that performance feedback would come once a year, from one boss, made little sense.
They needed more of it, more often, from more people. An early-days CEB survey suggested that people actually got less feedback and support when their employers dropped annual reviews.
Managers felt no pressing need to adopt a new feedback model and shifted their attention to other priorities. But dropping appraisals without a plan to fill the void was of course a recipe for failure. Since learning that hard lesson, many organizations have switched to frequent performance assessments, often conducted project by project.
In user-centered fashion, managers and employees have had a hand in shaping, testing, and refining new processes. Those who tried it were asked to share how well everything worked, what the bugs were, and so on.
The experiment lasted three months. The inertia from prior years of annual appraisals was hard to overcome.
Regeneron Pharmaceuticals, a fast-growing biotech company, is going even further with its appraisals overhaul. She observed that these employee groups needed varying feedback and that they even operated on different calendars.
What took so long? Spotty support from middle management, part-time commitments to the team leading the transformation, scarce administrative resources, and an extended planning cycle all put a big drag on the rollout. Before agile could gain traction throughout the organization, the transition team needed to take an agile approach to becoming agile and managing the change.
Quickly train leaders at all levels in agile methods.
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Agile teams need to be fully supported to self-manage. Stay the course. The research scientists and postdocs, for example, crave metrics and are keen on assessing competencies, so they meet with managers twice a year for competency evaluations and milestones reviews. Customer-facing groups include feedback from clients and customers in their assessments.
Although having to manage four separate processes adds complexity, they all reinforce the new norm of continual feedback. And Weitzman-Garcia says the benefits to the organization far outweigh the costs to HR. DigitalOcean, a New York—based start-up focused on software as a service SaaS infrastructure, engages a full-time professional coach on-site to help all managers give better feedback to employees and, more broadly, to develop internal coaching capabilities.
The idea is that once one experiences good coaching, one becomes a better coach. Not everyone is expected to become a great coach—those in the company who prefer coding to coaching can advance along a technical career track—but coaching skills are considered central to a managerial career. Traditional HR focused on individuals—their goals, their performance, their needs. But now that so many companies are organizing their work project by project, their management and talent systems are becoming more team focused.
Groups are creating, executing, and revising their goals and tasks with scrums—at the team level, in the moment, to adapt quickly to new information as it comes in. It comes from rugby, where players pack tightly together to restart play. They are also taking it upon themselves to track their own progress, identify obstacles, assess their leadership, and generate insights about how to improve performance. In that context, organizations must learn to contend with: Multidirectional feedback.
Peer feedback is essential to course corrections and employee development in an agile environment, because team members know better than anyone else what each person is contributing. That keeps input constructive and prevents the undermining of colleagues that sometimes occurs in hypercompetitive workplaces.
The new era of corporate marketing: Building and managing corporate identity in social media
But some executives believe that peer feedback should have an impact on performance evaluations. Employees may choose whether to include managers and others in their comments to peers. The risk of cutthroat behavior is mitigated by the fact that peer comments to the supervisor also go to the team.
Anyone trying to undercut colleagues will be exposed. They started with periodic confidential employee surveys and focus groups to discover which issues people wanted to discuss with their managers.
HR then distilled that data for supervisors to inform their conversations with direct reports. Mitre also learned that the most critical factor in getting subordinates to be candid was having managers explicitly say that they wanted and appreciated comments. As with any employee survey, soliciting upward feedback and not acting on it has a diminishing effect on participation; it erodes the hard-earned trust between employees and their managers. A revised system for upward feedback will roll out this year.
Because feedback flows in all directions on teams, many companies use technology to manage the sheer volume of it.
Apps allow supervisors, coworkers, and clients to give one another immediate feedback from wherever they are. In some apps, employees and supervisors can score progress on goals; at least one helps managers analyze conversations on project management platforms like Slack to provide feedback on collaboration.
Such tools enable managers to see fluctuations in individual performance over time, even within teams. We know that companies recognize and reward improvement as well as actual performance, however, so hiding problems may not always pay off for employees.
With the launch of Apple Watch, along with a variety of other smart watches and a proliferation of smart clothing, smart appliances, and smart cars, marketing is moving beyond the smartphone. And while all of these objects will connect to and through our smartphones, the smart watch will soon be the command center.
One of the most notable new data types is biometric data — which presents intriguing opportunities for marketers.
With a platform that allows customers to track their wearable data, like number of steps taken each day, the brand can offer rewards to customers who meet or exceed their goals.
Brands will actually be able to communicate as friends.
The New Rules of Talent Management
Digitize the physical. The lines between our online and offline worlds have never been so blurred. As consumers move through an increasingly "phygital" world, they expect a continuous and personal experience across devices, in stores, at airports, and everywhere they go.
Mobile beacons are one of the key technology tools that allow digital magic in the physical world. When guests walk up to the check-in counter, the clerk already knows all their room preferences and is ready to greet them personally, by name. Entry to their room is keyless — guests unlock their doors with their smartphones. Tap the subconscious. Before consumers can even articulate their thoughts, their decision-making process is already under way.
By using neuroscience to measure the inner workings of the elusive and increasingly distracted human brain, marketers can understand the subconscious reactions to messages and campaigns.
Neuroscience innovations now make it possible to quickly gather data from multiple nonconscious streams, including pupil movement, respiration, microfacial expressions, and brainwave activity.To hammer out these agreements, these top executives had to listen closely to their colleagues and weigh conflicting points of view.
Solly rated it it was amazing Aug 04, Upward feedback from employees to team leaders is valued in agile organizations.
An active teacher and respected consultant, Dr. Get A Copy.
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