Index
The 7 Habits of Highly Effective People, 74
A
accountability, 51
Adobe, Mobilize phase case study, 79
aligning
design principles with goals of performance management, 91–95, 105–107. See also Sketch phase.
on principles of design, 173–190
assessing your current state, 82–84
B
bicycle analogy for performance management goals, 65–66
Boeing, 3–6
books and publications
The 7 Habits of Highly Effective People, 74
Fast Company, 203
Get Rid of Performance Reviews, 38
Out of Crisis, 28
The Secret of a Winning Culture, 43
brainstorming, 98–99
Brandeis, Louis, 32
Buckingham, Marcus, 17–18
Build phase
capturing performance data, 146
design first, technology second, 145
driving organizational performance, 144
equitable rewards, 144
IT master plan, 145
managing dependencies, 142, 144–147
pilot testing tools, 146
talent management integration, 142–144
technology strategy, selecting, 144–147
Toolbox, 198–200
visualizing your solution, 142
build plan, creating, 147–148
buy-in checkpoints. See support and buy-in checkpoints.
C
career ownership, 35
case studies
Adobe, Mobilize phase, 79
global organizations, 121–123
hourly workers, 135–136
leading the leaders, 71–74
Mobilize phase, 79
nonprofits, 114–115
Peace.org, redesigning PM practices, 109–115
Retail.com, redesigning PM practices, 130–135
Services.com, redesigning PM practices, 116–123
Tech.com, redesigning PM practices, 123–129
CEB (Corporate Executive Board) survey, 7, 61
change champions, 161–162
change fatigue, 160
change plan, creating, 198–200
change saturation, 160
Childress, John R., 43
collaboration, motivator for performance, 50
collaborative culture, erosive effects of preference reviews, 25–26
common objections to change, 167–171
configuration checklist, 101, 191–193
configuration template, 104
Configure phase
basic questions, 103
brainstorming, 98–99
case studies, 111–113, 117–123
categories of options, 98–100
configuration checklist, 101
configuration template, 104
configuring PM practices, 102–105
confirming design choices, 102
formal mentoring, 103–104
informal mentoring, 103–104
selecting PM practices, 100–101
sketchpad, 107
support and buy-in checkpoint, 101, 105, 108
testing your configuration, 105–107
worksheet, 107
Configure phase, Toolbox
configuration checklist, 191–193
sketchpad for configuration, 193–197
worksheet for configuration, 193–197
configuring PM practices, 102–105
confirming design choices, 102
core business process, examining, 44
Corporate Executive Board (CEB) survey, 7, 61
cost of traditional performance management, 155
courage, definition, 172
Covey, Stephen R., 74
crowdsourcing design principles, 45, 95, 187–190
cultural change, driving, 203–204
cultural diversity, dimensions of
IDV (individualism), 121
LTO (long-term orientation), 122
MAS (masculinity), 122
PDI (power distance), 121
UAI (uncertainty avoidance), 122
culture, dimension of business, 86
custom design principles
creating, 88–95
customizing a PM Reboot, 9
D
Deming, W. Edwards, 28
dependencies, managing, 142, 144–147
design first, technology second, 145
design principles
aligning with goals of performance management, 91–95, 105–107. See also Sketch phase.
basic questions, 90–91
case studies, 110–114, 116– 123, 124–127, 130–135
crowdsourcing, 45, 95, 187–190
custom, creating, 88–95. See also Toolbox.
driving organizational performance, 90
for nonprofits, 114–115
overall, 90
people development, 90
reward equity, 90
sketchpad, 92–95
support and buy-in checkpoint, 91, 95
worksheet, 92–95
design team, forming, 76–80
developing people
design principles, 90
goal of, 59–60
Lily Pad Career Development Model, 35
driving organizational performance
design principles, 90
goal of, 62–64
E
elephant and rider analogy, 154
emphasizing the negative, 17–19
employee empowerment, 159
employee recognition survey (Globoforce 2013), 43
employee satisfaction, involvement in design decisions, 60
empowerment, fundamental shift to, 46–49
equitable, definition, 60
equitable rewards. See also money; motivators for performance.
across cultures, 122–123
Build phase, 144
design principles, 90
equity without rankings, 62, 169–170
goal of performance management, 60–62
goals of, 60–62
HIPO (hi-potential) programs, 144
Executive Conference Board study (2010), 60
extrinsic motivators for performance, 28, 61
F
fairness. See equitable rewards.
Fast Company, 203
fatal flaws
correcting. See fundamental shifts.
emphasizing the negative, 17–19
erosion of a collaborative culture, 25–26
focus on the individual, 19–20
impediments to feedback, 14–16
limited honest dialogue, 14–16
pay for performance, 27–28
theories without evidence, 12–13
unfair ratings and judgments, 21–23
unreliable basis for talent decisions, 23–24
fear of
incompetence, 164
increased workload, 164
loss, 163
feedback
emphasizing the negative, 17–19
encouraging, 44
impediments in performance reviews, 14–16
management role in improving, 44
Fierce, 34
fine performance plans, 166
formal mentoring, 103–104
fundamental shifts
a chosen few to a diverse input, 42–46
individual metrics to shared commitments, 49–51
management-driven to employee-powered, 33–36
need to know to transparency, 30–32
one size fits all to customized, 39–42
past performance to future capability, 37–39
pay for performance to pay for capabilities, 54–55
policing to empowering, 46–49
G
Gallup Q12 employee engagement survey, 63
Get Rid of Performance Reviews, 38
global organizations, case study, 121–123
goals of performance management
aligning design principles with, 91–95, 105–107
bicycle analogy, 65–66
develop people, 59–60
drive organizational performance, 62–64
reward equitably, 60–62
in the Sketch phase, 91–95
summary, 58
H
HIPO (hi-potential) programs, 144
Hofstede, Geert, 121–123
hourly workers, case study, 135–136
HR (human resources), strategic value of, 155
I
IDV (individualism), 121
Implement phase
build plan, creating, 147–148
overseeing the build-out, 147–149
planning the rollout, 147–149
rollout strategy, reassessing and evolving, 148
supporting content, creating, 148
sustainability model, defining, 149
timeline, reassessing and evolving, 148
Toolbox, 198–200
improving performance management. See fundamental shifts.
informal mentoring, 103–104
IT master plan, 145
K
key dimensions of business, 85–87
know your starting place, 81–84
Kohn, Alfie, 28
Kotter, John, 156
L
last competitive frontier, 202
Lazy B, 3–6
leadership. See also management.
management role in improving feedback, 44
reflection in corporate culture, 43–44
leading the change, 152–153
leading the leaders, case study, 71–74
Lily Pad Career Development Model, 35
Linkedin, PM Reboot group, 204
LTO (long-term orientation), 122
M
major impacts, identifying, 158–159
making the case for change, 153–156
management
role in improving feedback, 44
shift from policing to empowering, 46–49. See also leadership.
manager expectations, 158–159
managing dependencies, 142, 144–147
MAS (masculinity), 122
mentoring, formal and informal, 103–104
Mobilize phase
basic questions, 77
forming a design team, 76–80
including the right people, 76–80
leading the leaders, 71–74
pilot testing, 75
planning your journey, 74–76
revising plans, 75–76
support and buy-in checkpoint, 76, 80
money
alternative moti–vators, 54–55
motivator for performance, 27–28
Montag-Schmaltz, Beth, 157
motivators for performance. See also equitable rewards.
alternatives to money, 54–55
collaboration, 50
involvement in job decisions, 36
money, 27–28
non-cash, 54–55
pay for performance, 27–28
N
naysayers to change, 165–171
non-cash motivators for performance, 54–55
O
online tools. See Toolbox.
Out of Crisis, 28
overseeing the build-out, 147–149
P
Parr, Shawn, 203
pay for performance
motivator for performance, 27–28
shifting to pay for capabilities, 54–55, 62
PDI (power distance), 121
Peace.org, redesigning PM practices case study, 109–115
people, dimension of business, 86
people development
design principles, 90
goal of, 59–60
as last competitive frontier, 202
Lily Pad Career Development Model, 35
talent management integration, 142–144
people processes, examining, 44
PeopleFirm
accountability, 51
change management guru, 157
Lily Pad Career Development Model, 35
non-cash rewards, 55
postcard to the Tribe, 44
PeopleFirm Buck$, 55
PeopleFirm Talent Strategy Accelerator, 83–84
performance, reproducing, 20
performance data, capturing, 146
performance management
barriers to rebooting, 8. See also PM Reboot.
common problems with. See fatal flaws.
cost of traditional, 155
driving cultural change, 203–204
goals. See goals of performance management.
improving. See fundamental shifts.
Performance Management Survey, 7
performance previews, 38
phases of redesign, summary. See also specific phases.
pilot testing
Build phase, 146
Mobilize phase, 75
tools, 146
Pink, Daniel, 36
planning your design change
build plan, creating, 147–148
identifying major impacts, 158–159
IT master plan, 145
making the case for change, 153–156
manager expectations, 158–159
Mobilize phase, 74–76
revising plans, 75–76
risk assessment, 159–160
role changes, 158
rollout, 147–149
skill gaps, 159
sustainability, 157–161
uncertainty, 163
PM Reboot, 9
PM Reboot group on Linkedin, 204
polls. See surveys and polls.
postcard to the Tribe, 44
power distance (PDI), 121
R
ratings
achieving equity without, 62, 169–170
basic unfairness of, 21–23
flaws in performance reviews, 21–23
reboot, 9
redesign phases, summary of, 68. See also specific phases.
reliability of current appraisal systems, study of, 61
resistance to change, 162–165
Retail.com, redesigning PM practices case study, 130–135
revising plans, 75–76
rewards, equitable. See equitable rewards.
rider and elephant analogy, 154
risk assessment, 159–160
role changes, 158
rollout strategy, reassessing and evolving, 148
S
satisfaction with performance reviews, survey of, 7
Scott, Susan, 34
The Secret of a Winning Culture, 43
Senn, Larry E., 43
Services.com, redesigning PM practices case study, 116–123
The 7 Habits of Highly Effective People, 74
Shadow of the Leader, 43
Sketch phase
aligning with common goals, 91–95
assessing your current state, 82–84
create custom design principles, 88–95
key dimensions of business, 85–87
know your starting place, 81–84
support and buy-in checkpoint, 84, 88–91, 95
understand your destination, 84–88
Sketch phase, Toolbox
aligning on principles of design, 173–190
crowdsourcing design principles, 187–190
custom design principles, 173–179
sketchpad for design principles, 184–186
worksheet for design principles, 180–183
sketchpads
for configuration, 193–197
Configure phase, 107
for design principles, 92–95, 184–186
skill gaps, 159
STEM talent, competing for, 127–129
strategic value of HR, 155
strategy, dimension of business, 85
structure, dimension of business, 86
studies. See also surveys and polls.
Corporate Executive Board (2013), 61
employee satisfaction and involvement in design decisions, 60
Executive Conference Board (2010), 60
reliability of current appraisal systems, 61
reproducing performance, 20
What’s Working (Mercer 2013), 36
sunlight as disinfectant, 32
support and buy-in checkpoints
Configure phase, 101, 105, 108
supporting content, creating, 148
surveys and polls. See also studies.
CEB (Corporate Executive Board), 7
effects of performance reviews, 7
employee recognition (Globoforce 2013), 43
Gallup Q12 employee engagement survey, 63
Performance Management Survey, 7
satisfaction with performance reviews, 7
sustainability
change champions, 161–162
change fatigue, 160
change saturation, 160
common objections, 167–171
cost of traditional performance management, 155
employee empowerment, 159
fear of incompetence, 164
fear of increased workload, 164
fear of loss, 163
fine performance plans, 166
have courage, 171–172
identifying major impacts, 158–159
leading the change, 152–153
making the case for change, 153–156
manager expectations, 158–159
naysayers, 165–171
planning the change, 157–161
resistance, 162–165
risk assessment, 159–160
role changes, 158
skill gaps, 159
strategic value of HR, 155
uncertainty, 163
sustainability model, defining, 149
T
talent, competing for, 127–129
talent decisions, basing on performance reviews, 23–24
talent management integration, 142–144
talent reviews, 45–46
teamwork, basic requirements for, 51
Tech.com, redesigning PM practices case study, 123–129
technology strategy, selecting, 144–147
testing
your configuration, 105–107
theories without evidence, 12–13
timeline, reassessing and evolving, 148
for Build phase, 198–200
change plan, creating, 198–200
configuration checklist, 101
configuration template, 104
creating a change plan, 181
crowdsourcing design principles, 95
custom design principles, 91
icon, xvi
for Implement phase, 198–200
sketchpad for design principles, 92–94, 107
worksheet for design principles, 92–94, 107
Toolbox, for Configure phase
configuration checklist, 191–193
sketchpad for configuration, 193–197
worksheet for configuration, 193–197
Toolbox, for Sketch phase
aligning on pri 83
tools, pilot testing, 146
transparency
encouraging, 44
making a fundamental shift to, 30–32
trust factor in PM Reboot, 9
U
UAI (uncertainty avoidance), 122
uncertainty in the face of change, 163
understand your destination, 84–88
V
visualizing your solution, 142
Vorhauser, Sylvia, 7
W
What’s Working (Mercer 2013), 36
work, dimension of business, 87
worksheets
for configuration, 193–197
Configure phase, 107