People & Strategy Summer 2017 Vol. 40 Issue 3 - 32

The result is that most of our people report that the
time they spend using the new performance tools is the
same or less than the time they spent writing up and discussing lengthy annual performance evaluations. The vast
majority (well over three quarters of our people in the last
survey), reported that they prefer the new tools, such as the
check-in conversation, to the old traditional performance
evaluation discussion.

More Democratized
We asked ourselves how we could engage employees even
more and put them in the driver's seat of their own performance. All too often, employees are waiting on their managers to get started. Even the best manager with the best
intentions is not able to put as much effort and thought
into each direct report's performance and development as
the individual is. So we started with the premise that each
of us is the best driver of our own growth and performance.
At the same time, our message of democratization is
never that the employee is alone in driving their performance-quite the contrary. The message is, "Take the
first step, but then look to others for additional support
and help, especially your direct manager." Democratizing
our approach to performance involved building each tool
(stretch goals, check-ins, and feedback) in a way where the
employee takes the first step and then draws in their manager or other trusted peers or partners to help them im-

Our journey to a new approach
to performance management
began with a strong and vibrant
company culture standing in stark
contrast to the old, stodgy traditional
performance management process
we had operated under for most
of this last decade
prove. Managers shift their role from judge and jury to one
of guide, coach, and advocate on behalf of their employee.
When the employee writes a quarterly stretch goal they
should share it with their manager and their manager
should actively provide suggestions and feedback to help
guide them toward things of value, but we do not ask the
manager to formally approve the goal. That leaves space
for employees to experiment in a safe space. Similarly, the
employee does all the preparation for a quarterly check-in
conversation. Managers need to actively and thoughtfully
engage in these conversations. We train them and give
them questions to ask that help employees gain insight and
grow, but the employee needs to drive the discussion.
Finally, our feedback tool allows employees to ask anyone they work with for feedback at any time. While they can
32

PEOPLE + STRATEGY

certainly ask their direct manager for feedback, we encourage employees to get feedback from others. A recent look at
the usage data from our feedback tool showed that almost
90 percent of the feedback was coming from someone other than a person's direct manager (most came from peers
and internal customers). That is exactly what should occur
in this new democratized performance approach.

Percent of Digital Crowdsourced
Feedback by Source
TOTAL

13%

11%
I manage them
34%

42%

I'm their internal customer
I'm their partner/peer
They manage me

More Data
One challenge we faced with this principle was due to the
fact that our people were not used to using a lot of digital
tools or making data-driven decisions. And yet there is
growing awareness, openness, and even demand for data.
What we needed were tools that supported our relationship-driven culture rather than one that would dehumanize interactions by reducing performance feedback to
nothing more than a computer interface. We approached
this design principle indirectly by ensuring that our new
performance tools (goals, check-ins, feedback) were supported by an engaging and easy-to-use digital platform, but
also enabled better conversations and actions in the real
world
What was most powerful about integrating digital tools
into our approach was that it allowed us to "datify" aspects
of our approach for the first time. For example, we never
knew how often people were giving others performance
feedback, or who was asking for feedback from whom, or
what type of feedback was most helpful. But when feedback
is given using our digital platform, when employees receive
feedback, we ask them whether it was "very helpful." Now
we can continually study the anatomy of the most helpful
feedback and share tips and insights in future trainings.
Another example of datification is the use of feedback
between employees to see the informal social networks that
exist in our organization outside the traditional organizational structure. We can now create social network graphs,
such as the one here, to visualize who is working with whom
and see who the key connectors between groups are. These
types of data simply were not available in the traditional
performance process.



Table of Contents for the Digital Edition of People & Strategy Summer 2017 Vol. 40 Issue 3

From the Executive Editor
From the Guest Editors
Perspectives
It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
Industry 4.0: Preparing for the Future of Work
When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
Patagonia’s Journey into a New Regenerative Performance Approach
Getting Results with Talent Analytics
How Artificial Intelligence Will Change HR
The Internet of People Delivers New Ways of Learning
Executive Roundtable
In First Person
Linking Theory + Practice
Book Reviews
Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover1
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 1
People & Strategy Summer 2017 Vol. 40 Issue 3 - 2
People & Strategy Summer 2017 Vol. 40 Issue 3 - 3
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Executive Editor
People & Strategy Summer 2017 Vol. 40 Issue 3 - 5
People & Strategy Summer 2017 Vol. 40 Issue 3 - From the Guest Editors
People & Strategy Summer 2017 Vol. 40 Issue 3 - 7
People & Strategy Summer 2017 Vol. 40 Issue 3 - Perspectives
People & Strategy Summer 2017 Vol. 40 Issue 3 - 9
People & Strategy Summer 2017 Vol. 40 Issue 3 - 10
People & Strategy Summer 2017 Vol. 40 Issue 3 - 11
People & Strategy Summer 2017 Vol. 40 Issue 3 - 12
People & Strategy Summer 2017 Vol. 40 Issue 3 - 13
People & Strategy Summer 2017 Vol. 40 Issue 3 - It’s Time for a Second Playbook: HR’s Leadership Role in Transformation
People & Strategy Summer 2017 Vol. 40 Issue 3 - 15
People & Strategy Summer 2017 Vol. 40 Issue 3 - 16
People & Strategy Summer 2017 Vol. 40 Issue 3 - 17
People & Strategy Summer 2017 Vol. 40 Issue 3 - 18
People & Strategy Summer 2017 Vol. 40 Issue 3 - 19
People & Strategy Summer 2017 Vol. 40 Issue 3 - Industry 4.0: Preparing for the Future of Work
People & Strategy Summer 2017 Vol. 40 Issue 3 - 21
People & Strategy Summer 2017 Vol. 40 Issue 3 - 22
People & Strategy Summer 2017 Vol. 40 Issue 3 - 23
People & Strategy Summer 2017 Vol. 40 Issue 3 - When Fast Is Too Slow: “Xcelerating” Leaders at Electronic Arts
People & Strategy Summer 2017 Vol. 40 Issue 3 - 25
People & Strategy Summer 2017 Vol. 40 Issue 3 - 26
People & Strategy Summer 2017 Vol. 40 Issue 3 - 27
People & Strategy Summer 2017 Vol. 40 Issue 3 - 28
People & Strategy Summer 2017 Vol. 40 Issue 3 - 29
People & Strategy Summer 2017 Vol. 40 Issue 3 - Patagonia’s Journey into a New Regenerative Performance Approach
People & Strategy Summer 2017 Vol. 40 Issue 3 - 31
People & Strategy Summer 2017 Vol. 40 Issue 3 - 32
People & Strategy Summer 2017 Vol. 40 Issue 3 - 33
People & Strategy Summer 2017 Vol. 40 Issue 3 - 34
People & Strategy Summer 2017 Vol. 40 Issue 3 - 35
People & Strategy Summer 2017 Vol. 40 Issue 3 - Getting Results with Talent Analytics
People & Strategy Summer 2017 Vol. 40 Issue 3 - 37
People & Strategy Summer 2017 Vol. 40 Issue 3 - 38
People & Strategy Summer 2017 Vol. 40 Issue 3 - 39
People & Strategy Summer 2017 Vol. 40 Issue 3 - 40
People & Strategy Summer 2017 Vol. 40 Issue 3 - 41
People & Strategy Summer 2017 Vol. 40 Issue 3 - How Artificial Intelligence Will Change HR
People & Strategy Summer 2017 Vol. 40 Issue 3 - 43
People & Strategy Summer 2017 Vol. 40 Issue 3 - 44
People & Strategy Summer 2017 Vol. 40 Issue 3 - 45
People & Strategy Summer 2017 Vol. 40 Issue 3 - 46
People & Strategy Summer 2017 Vol. 40 Issue 3 - 47
People & Strategy Summer 2017 Vol. 40 Issue 3 - The Internet of People Delivers New Ways of Learning
People & Strategy Summer 2017 Vol. 40 Issue 3 - 49
People & Strategy Summer 2017 Vol. 40 Issue 3 - 50
People & Strategy Summer 2017 Vol. 40 Issue 3 - 51
People & Strategy Summer 2017 Vol. 40 Issue 3 - Executive Roundtable
People & Strategy Summer 2017 Vol. 40 Issue 3 - 53
People & Strategy Summer 2017 Vol. 40 Issue 3 - 54
People & Strategy Summer 2017 Vol. 40 Issue 3 - 55
People & Strategy Summer 2017 Vol. 40 Issue 3 - 56
People & Strategy Summer 2017 Vol. 40 Issue 3 - 57
People & Strategy Summer 2017 Vol. 40 Issue 3 - In First Person
People & Strategy Summer 2017 Vol. 40 Issue 3 - 59
People & Strategy Summer 2017 Vol. 40 Issue 3 - Linking Theory + Practice
People & Strategy Summer 2017 Vol. 40 Issue 3 - 61
People & Strategy Summer 2017 Vol. 40 Issue 3 - 62
People & Strategy Summer 2017 Vol. 40 Issue 3 - 63
People & Strategy Summer 2017 Vol. 40 Issue 3 - 64
People & Strategy Summer 2017 Vol. 40 Issue 3 - 65
People & Strategy Summer 2017 Vol. 40 Issue 3 - Book Reviews
People & Strategy Summer 2017 Vol. 40 Issue 3 - 67
People & Strategy Summer 2017 Vol. 40 Issue 3 - 68
People & Strategy Summer 2017 Vol. 40 Issue 3 - Leadership Insights
People & Strategy Summer 2017 Vol. 40 Issue 3 - 70
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover3
People & Strategy Summer 2017 Vol. 40 Issue 3 - Cover4
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