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Tag: performance management

What is Agile Performance Management?

Francisco Homem de Mello

Tl;dr: agile performance management means grabbing the whole performance management toolkit that we know (performance reviews, grades, rankings, and goals - everything done on an yearly cycle) and adapting it to a faster-paced world, where priorities shift fast, and people want real-time, ongoing feedback. The evolution of Performance Management It all started with the fathers [...]

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Google’s Performance Management Practices

Francisco Homem de Mello

This article is a chapter of our ebook, Google's Performance Management Practices, which you can download in full here. Introduction "We need people to know how they’re doing, and we’ve evolved what might at first seem like a zanily comples system that shows them where they stand. Along the way, we learned some startling stuff. [...]

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OKRs: let’s ditch those terrible metaphors

Francisco Homem de Mello

teaching

After years of studying OKRs, I can say that 99% of the content available out there does more harm than good for those who want to learn how to use OKRs to drive organizational performance. These people are clearly well-intentioned and did a great job popularizing Objectives and Key-Results. But the examples given leave more [...]

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Performance reviews: What it means to untie them from compensation decisions

Francisco Homem de Mello

satellites

I've been talking to many executives and HR professionals who’ve heard about "untying performance reviews and compensation” but that don’t quite get what it means. They're even a bit skeptical; how can you untie two such seemingly inseparable things? One of these was the CEO of a startup, who wrote me the following: We're researching [...]

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What is Performance Management?

Francisco Homem de Mello

What is performance management? We’ve talked to several HR departments on a daily basis that don’t know this definition very well or simply mix up performance management wir performance rating. In any way, it is crystal clear that within the scope of performance management there is a measuring component as well as an improvement or [...]

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Four Tips to Nail Your Performance Reviews

Francisco Homem de Mello

Here are four simple tips you can leverage to nail your performance reviews: Plan in advance: Reviews are all about giving great evidence that supports your ratings. So spend some time planning your accomplishments, as well as situations where you showed the behaviours and values that are being discussed; Structure your comments according the 3 [...]

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AltSchool’s CEO Rebuilt Google’s Performance Review System to Work for Startups — Here It Is (via First Round Review)

Francisco Homem de Mello

This article was published by First Round Review.   Since 2013, Max Ventilla has been working to reinvent one of our most basic civic institutions for the modern era: Elementary school. As founder and CEO of AltSchool, he’s leveraging the tech and business innovation of startups to personalize education for every student. It’s no small task — [...]

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The Goals of a Performance Review Process

Francisco Homem de Mello

In myriad companies and sectors, performance reviews have two main goals: To identify who’s performing well and who’s not; To help employees grow and develop according to their strengths and weaknesses.   Identifying employee performance is a tricky thing. At Qulture.Rocks, we believe great performance means: “Delivering results, by own merit, and according to the company [...]

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Use McKinsey’s 9 Box to Assess your People

Francisco Homem de Mello

Have you ever needed a framework in which to plot each and everyone of your employees, and decide which ones are the most important targets of your people investments? The 9 Box Matrix is your solution. It was created by McKinsey consultants for GE, and later adapted to the realities of People Management. You can [...]

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A Brief History of Objectives and Key Results

Francisco Homem de Mello

OKRs are an old staple of business management, rebranded, repurposed, and tweaked to 21st century necessities of companies and professionals. It all started with the fathers of management: Taylor, Ford, and the sorts, who began treating business like a science. How so? They figured they could measure output, and then formulate hypotheses as to how [...]

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