Performance Management for a 21st Century Organization (SHRM Conference, 2015)

Summary

本视频脚本探讨了当前企业绩效管理系统存在的问题，并提出了改革的必要性。演讲者指出，75%的人力资源高管对他们的绩效管理流程不满，而管理者对此更加批评。演讲者将分享六个影响组织的因素，以及四项重要的研究或创新，这些因素和研究正在帮助组织发展更符合21世纪需求的现代绩效管理方法。此外，还将介绍一些新兴趋势和示范这些概念的公司。演讲者鼓励听众思考他们的绩效管理流程是否与他们所处的商业环境相匹配，并考虑如何利用所呈现的研究来创造更现代的绩效管理方法，以激励员工发挥最佳表现。

Takeaways

• 📈 绩效管理系统在很多公司中并未能有效激励员工，75%的人力资源高管对自己的绩效管理系统评价不高。
• 🌐 组织面临的六大影响因素包括经济复苏、全球化、竞争加剧、工作和劳动力的变化，以及知识工作者和千禧一代的不同需求。
• 🔄 传统的绩效管理流程已不适应现代组织的需求，需要更现代、更相关的方法。
• 🎯 目标设定理论表明，设定具体困难的目标比没有目标或泛泛的目标更能激励绩效。
• 🧠 神经科学揭示了绩效管理过程中的威胁状态如何影响员工的创造力和信息接收。
• 🤝 Carol Dweck的研究表明，成长心态的员工面对挑战和障碍时更愿意努力，并寻求反馈来学习和成长。
• 🤖 社交技术可以改善组织内的沟通和协作，提高知识工作者的生产力。
• 📑 一些公司如GAAP和Adobe正在减少或消除绩效评估过程中的文档记录。
• 🔧 大多数公司已经取消评级，以强调持续的对话而非评估。
• 💼 许多公司正在简化评级流程，专注于奖励杰出人才，而其他人则支付公平市场价值。
• 🌐 公司如HootSuite和Salesforce引入社交技术，创建更动态的绩效管理流程。

Q & A

演讲者提到了一个关于绩效管理系统的调查结果，这个调查结果是什么？

演讲者提到，根据一个Sherm研究，75%的人力资源高管认为他们的绩效管理系统只能得到C或更低的评分，而且管理者对这一流程的批评更为严厉。

演讲者认为绩效管理的传统流程为什么不再有效？

演讲者认为，绩效管理的传统流程不再有效是因为组织在过去十年中发生了变化，包括商业环境、全球化、竞争加剧、工作方式和劳动力的变化，这些因素都要求绩效管理流程更加现代化和适应性强。

演讲者提到了哪些影响组织变革的因素？

演讲者提到了六个影响组织变革的因素：商业环境变化、全球化、竞争加剧、工作方式的变化、劳动力的变化以及知识工作者和千禧一代的需求。

演讲者提到了哪些研究或创新对绩效管理产生了影响？

演讲者提到了四个对绩效管理产生影响的研究或创新：目标设定理论、神经科学领域的领导与管理理解、Carol Dweck的固定心态与成长心态理论，以及McKinsey全球研究所关于社交技术的研究。

演讲者如何看待目标设定理论在绩效管理中的应用？

演讲者认为目标设定理论是影响绩效的最一致且有说服力的研究之一，但指出在实际应用中，我们没有提供足够频繁的反馈来激励目标设定。

演讲者提到的CAROL Dweck的两种心态理论是什么？

Carol Dweck提出了固定心态和成长心态两种理论。固定心态的人认为他们的才能是固定的，而成长心态的人则认为才能是可以通过努力来提高的。

社交技术如何帮助改善绩效管理？

社交技术如Yammer、Chatter、Jive等可以通过帮助员工理解共同目标和提供及时信息来改善组织的敏捷性和协作，从而创造更动态的绩效管理流程。

演讲者提到了哪些公司正在引领绩效管理的新趋势？

演讲者提到了GAAP、Adobe、Hootsuite和Salesforce等公司正在引领绩效管理的新趋势，包括减少或消除绩效评估文件、取消评级、强调持续对话和教练/绩效，以及引入社交技术。

演讲者建议如何改进绩效管理流程？

演讲者建议改进绩效管理流程的方法包括：减少或消除文件记录、取消评级、强调持续对话和教练、简化评级流程、奖励杰出人才，并允许管理者根据自己的判断进行有效的薪酬决策。

演讲者最后呼吁听众做什么？

演讲者最后呼吁听众思考他们的绩效管理流程与所处商业环境的一致性，并考虑如何利用演讲中提出的研究来创造一个更现代的绩效管理方法，以激励员工发挥最佳表现。

Outlines

00:00

😀 绩效管理系统的挑战与变革

演讲者首先指出，尽管绩效管理系统被认为对驱动员工表现至关重要，但实际上许多公司在这一领域存在问题。根据Sherm研究，75%的人力资源高管对他们的绩效管理过程不满意。演讲者提出，我们需要重新思考现有的绩效管理方法，并探索新的方法。接下来，他将分享六个影响组织变革的因素，以及四个影响绩效管理的创新研究，最后介绍一些新兴趋势和示范这些趋势的公司。

05:01

🌐 组织动态对绩效管理的影响

演讲者讨论了组织动态如何影响绩效管理。他指出，年度目标设定已经不适应当今企业的需求，员工合作的目标可能不适合单独设定。管理者作为唯一反馈来源的传统模式在地理分散的工作环境中不再适用。矩阵工作结构下员工可能有两个管理者，这使得传统流程难以处理多源反馈。此外，年度或半年度的反馈不足以激励和保留顶尖人才，需要转向持续的绩效辅导。最后，演讲者提出，现代知识工作者不希望他们的绩效被任何人管理，我们需要重新考虑绩效管理的术语和评价过程。

10:03

📚 影响绩效管理的四大研究与创新

演讲者介绍了四个对绩效管理产生重大影响的研究和创新。首先是目标设定理论，它强调设定具体困难的目标比没有目标或“尽力而为”的目标更能激励绩效。员工需要对目标做出个人承诺，并持续获得反馈。神经科学领域的研究揭示了绩效管理过程中可能产生的威胁状态，这会影响员工的创造力。David Rock的SCAFF模型解释了个体如何响应绩效对话。Carol Dweck的研究介绍了固定心态与成长心态的概念，这对员工的工作态度和绩效管理方法有重要影响。最后，麦肯锡全球研究所的研究表明，社交技术可以改善沟通和协作，从而提高知识工作者的生产力。

15:06

🛠️ 绩效管理的新趋势与实践

演讲者总结了一些公司如何实施新的绩效管理概念。一些公司如GAAP和Adobe正在减少或消除绩效评估过程中的文件记录，以促进经理与员工之间的对话。许多公司已经取消了评级，以强调持续的对话并减少评级的负面影响。另一个显著的趋势是将重点从评估转移到为员工提供成功所需的技能和信息上。一些项目正在简化评级过程，专注于奖励杰出人才，而其他人则按公平市场价值支付。此外，一些公司引入了社交技术，如Yammer、Chatter、Workplace等，以创建更动态的绩效管理过程，使员工能够共享他们对共同目标的进展，并随时邀请任何人的反馈。

20:09

🔍 思考与行动：绩效管理的现代化

最后，演讲者呼吁听众思考他们的绩效管理过程与所处的商业环境的一致性，并考虑如何利用所呈现的研究来创造一个更现代的绩效管理方法。这种方法将推动公司的表现，并激励员工做到最好。演讲者强调，我们需要从管理绩效转向激发绩效，以适应快速变化的商业环境和现代员工的需求。

Keywords

💡绩效管理系统

绩效管理系统是公司用来评估和提高员工工作表现的一种工具。在视频中，提到许多公司的绩效管理系统并没有有效地激励员工，反而可能造成员工的不满。例如，视频提到了一项研究，其中75%的人力资源高管对他们的绩效管理系统评价不高。

💡全球化

全球化是指经济、贸易、文化等在全球范围内的交流与融合。视频中提到，全球化导致了许多员工在地理上分散，形成了全球分散的团队，这对管理者来说是一个挑战，因为他们可能与员工不在同一个国家，这影响了绩效反馈和沟通的方式。

💡知识工作者

知识工作者是指那些主要通过智力劳动来创造、分配和应用知识的人。视频中强调，现代的知识工作者被内在的成就感、有趣的工作以及个人专业技能的发展所激励。这与传统的工业时代绩效管理方式不同，需要更符合21世纪组织需求的绩效管理方法。

💡目标设定理论

目标设定理论是一种管理心理学理论，它认为明确和具有挑战性的目标可以提高个人的工作绩效。视频中提到，设定具体而困难的目标比没有目标或只是尽力而为更能激发员工的工作动力，但为了激发动力，员工需要对目标有个人的承诺，并且需要持续的反馈。

💡神经科学

神经科学是研究大脑和神经系统的科学，它在管理学中的应用帮助我们理解如何领导和管理员工。视频中提到，神经科学揭示了大脑如何自动评估威胁或奖励状态，而绩效管理过程中的许多元素可能会引发威胁状态，从而影响员工的创造力和信息接受能力。

💡固定心态与成长心态

固定心态和成长心态是斯坦福大学心理学家Carol Dweck提出的两种心理状态。固定心态的人认为能力是固定的，而成长心态的人认为能力是可以通过努力提高的。视频中指出，拥有成长心态的员工更愿意接受挑战，寻求反馈，并从他人的成功中获得动力，这对绩效管理的方式有着重要的启示。

💡社交技术

社交技术是指用于促进人们之间交流和协作的技术，如Yammer、Chatter和Salesforce等。视频中提到，社交技术可以提高组织内部的沟通和协作，从而提高知识工作者的生产力。社交技术也可以用来创建更动态的绩效管理过程，通过同伴压力来影响绩效。

💡绩效反馈

绩效反馈是管理者向员工提供关于其工作表现的信息的过程。视频中强调，传统的年度或半年度绩效反馈不足以激励和保留顶尖表现者，需要从定期反馈转变为持续的绩效辅导。这种转变有助于实时提供反馈，减少信息的丢失，并提高员工的动力。

💡评级制度

评级制度是绩效管理系统中用来评估员工表现并给予相应等级或评分的做法。视频中提到，许多公司正在减少或消除评级，以减少对员工的负面影响，如固定标签和可能的偏见，同时增加对持续对话的重视。

💡绩效管理创新

绩效管理创新指的是对传统绩效管理方法的改进和更新，以适应现代组织的需求。视频中提到了一些趋势，如减少文档记录、取消评级、强调前瞻性辅导而非回顾性评估、简化评级过程以及利用社交技术来提高绩效管理的动态性和互动性。

💡绩效对话

绩效对话是管理者和员工之间关于工作表现的交流。视频中提到，与传统的绩效评估相比，绩效对话更加强调与员工的沟通和对话，而不是单向的评估。这种对话有助于建立信任，提高员工的参与度，并促进个人和团队的成长。

Highlights

75%的人力资源高管认为他们的绩效管理系统得分为C或更低，管理者对此过程的批评更为严苛。

传统绩效管理流程不再适应现代组织的变化，需要创新。

过去十年组织的变化包括经济复苏、全球化、竞争加剧和技术革新。

目标设定年度化已不适应当今企业的需求，需要更灵活的目标调整。

现代工作环境中，员工地理分布广泛，管理者可能不在同一地点，影响反馈来源。

矩阵工作结构使得跨部门协作变得尤为重要。

现代知识工作者和千禧一代寻求内在的成就感和持续的反馈。

目标设定理论强调设定具体困难目标的重要性以及持续反馈的必要性。

神经科学表明绩效管理过程中的威胁状态会抑制员工的创造力。

SCARF模型解释了个体如何响应绩效对话中的五个元素。

斯坦福大学的Carol Dweck博士提出固定心态与成长心态对工作生活的影响。

麦肯锡全球研究院研究表明社交技术能显著提高知识工作者的生产力。

GAAP和Adobe等公司正在减少或消除绩效评估过程中的文档记录。

许多公司正在取消评级制度，以强调持续对话和减少评级的负面影响。

绩效管理趋势正从评估转向教练/绩效，强调为员工提供成功所需的技能和信息。

简化评级流程，重点奖励杰出人才，其他人按公平市场价值支付。

HootSuite、Salesforce和Synaptics等公司引入社交技术，创建更动态的绩效管理流程。

建议思考现有绩效管理流程与业务环境的一致性，并利用研究创造更现代的方法。

Transcripts

okay and my understanding is somehow

miraculously my slides have appeared up

here thank you very much and thank you

all for joining me here this morning and

they told me that even though they know

that my voice projects they're going to

turn up the volume here in just a moment

here okay there we go so thank you for

joining me if I were to ask you guys how

many would say that in your company your

performance management system is key in

driving performance and it motivates

your employees to be the best they can

be how many of you would raise your hand

and say absolutely okay you guys

literally nobody is raising their hand

and that's kind of what I thought in

fact a recent Sherm study said that 75%

of HR executives felt that their perform

would rate their performance management

process as a see or lower and managers

are even more critical about our process

the question is what's wrong with the

approaches that we use today and what

can we do about it now

imagine a world where managers and

employees are energized by having

performance conversations it can happen

and in the next 18 minutes I am going to

share with you the six factors impacting

organizations today that indicate how

organizations have changed over the past

decade and why our traditional processes

no longer service very well I'll also be

sharing with you the four most

influential bodies of research or

innovations that are happening in

performance management that are helping

organizations develop more contemporary

approaches approaches more relevant for

21st century organization and then I'm

going to bring that all together to

share with you some emerging trends and

the companies that are demonstrating

some of this today so there are many

factors that are reshaping organizations

today and I was told this would have a

little dot on it and it doesn't these

first three factors

really refer around the business

environment growth is coming back to

organizations as the economy continues

its recovery and organizations are

constantly having to look forward and

anticipate change based on technological

innovation and business model disruption

globalization has resulted in a great

deal of growth in emerging markets not

in the United States and this has

resulted in the fact that many employees

are working in globally dispersed teams

and sometimes your manager may be

residing in a different country so that

presents a challenge increased

competition means that organizations

constantly have to innovate and access

to the right talent is the greatest

inhibitor to growth in fact as Henk

pointed out in his opening session a

recent study by the conference Executive

Board said that the number one challenge

faced by CEOs today is human capital

followed closely by innovation the next

three factors up here really have more

to do with the work and the workforce

hello given the pace of change today

organizations need to constantly adapt

and reprioritize what types of things

that they're working on so the goals

that we said at the beginning of the

year are often shifting and changing

based on changing business needs more

and more today people are working on

teams in fact many organizations have

moved to matrix work structures making

collaboration across boundaries more

important than ever before and last but

not least we have the workforce not only

our employees dispersed geographically

the type of workers that we have in

organizations today is fundamentally

different from when performance

management was first invented

performance management was invented in

the industrial era today's knowledge

workers are motivated by an internal

sense of fulfillment by doing

interesting work and by developing their

own expertise and then we have the

Millennials who are constantly searching

for more feedback and coaching so that

they can have a greater impact so what

are the implications of these

organization dynamics for performance

management let me share a few with you

today and I'm going to start with goal

setting our typical process of setting

goals annually simply is out of pace

with the needs of a business today and

setting goals individually with our

employees may not really necessarily be

appropriate when employees are

collaborating on goals together managers

have typically been the sole source of

feedback for an employee and in today's

work environment where people are

geographically dispersed the manager may

not be co-located with their employees

so they may not be the best source of

input also in very technical jobs it may

be that the peers have better insight

into the skills and abilities of their

co-workers than their managers sometimes

so maybe there are other sources of

input that we should be considering in

matrix work structures employees have

two managers and our traditional

processes have never dealt well with

inputs from multiple managers think

about the situations you guys have all

experienced this where you have more

than one manager over a year right we're

restructuring we're changing our manager

leaves we get a new manager and how do

we deal with the input from multiple

people in that situation

and how often is it that a new manager

is left with the responsibility of

providing a review on an employee they

don't know very well so we need to

invite more sources of feedback the

process of providing feedback annually

or semi-annually will not motivate and

retain top performers and bottling up

feedback for an end-of-the-year process

means a lot of information gets lost

along the way so we really need to move

from periodic feedback to ongoing

coaching for performance and lastly I

come to language and labeling today's

knowledge workers do not want their

performance to be managed by anybody it

is not a good term okay so we just have

to think about the term performance

management and what that says to our

employees and then the process of

labeling people through the evaluation

process means that a large number of

people who aren't at the highest ratings

may be disenfranchised are just engaged

by the actual rating that they get so we

need to think about that labeling and

what that means for employees so let me

now move on to the four most influential

pieces of research or innovations that

are impacting performance management

today and I'm going to start with goal

setting theory which of course is

absolutely nothing new but it is some of

the most consistent persuasive pieces of

research that we have out there about

influencing performance and what we know

is this setting specific difficult goals

motivates performance more than setting

no goals or setting do your best goals

for motivation to occur employees need

to personally commit to the goals that

they have that they are trying to

achieve and they need to receive ongoing

feedback on progress against that goal

for motivation to occur

so let me pause there this is where the

whole process breaks down we do not

provide feedback frequently enough for

goals to be motivating and that's where

the process we have breaks down now let

me let me point out here that nowhere in

this theory of research does it say that

rating people on goals is a source of

motivation okay that's not part of that

the field of neuroscience has been

contributing to our understanding about

how to lead and manage employees over

about the last five years so every five

seconds our brain is automatically

computing whether or not we're in a

threat or reward state and unfortunately

the performance management process is

filled with elements that create a

threat State and what happens then is

that our the creativity centers of our

brain automatically turn off and shut

down to new information in a protection

state David Rock has created a model to

demonstrate or talk about how a

individual responds to a performance

conversation so let me very quickly

review the five elements of his scarf

model when an individual gets a rating

their status may be threatened by that

rating and how it compares to prior

evaluations that they got and since the

one thing we know is that all employees

believe that they are above average a

mathematical impossibility we know that

a majority of employees are going to be

threatened by their actual rating change

creates uncertainty so any change in how

we've been rated in the past will create

a stress response Bottling that fee

back for the end of the year performance

conversation creates a great deal of

uncertainty in what's going to happen in

that conversation our brain likes

stability and control and it likes to be

in the driver's seat in a performance

review conversation the managers in the

driver's seat and that reduces an

individual's

level of autonomy and is a perceived

threat and we very quickly compute in

our brain how much were like those

people around us and if we get a rating

from a manager that we really like and

it's less than stellar it will threaten

our perceived relationship or

relatedness with that manager and

finally we come to fairness if we

perceive any bias or favoritism in there

our performance rating or if we don't

feel that our effort is being adequately

rewarded then anything in that payer

performance conversation may be

perceived as a threat dr. Carol Dweck

from Stanford University has introduced

new research regarding two different

mindsets and how they impact our work

lives and how we approach our work our

lives in our work and she refers to

these two different mindsets as the

fixed mindset and the growth mindset she

argues that some that many managers and

some companies like an Enron they

emphasize that fixed mindset employees

are hired and compensated because

they're stars they have inherent

brilliance or talent and that talent is

fixed it doesn't change so employees

with a fixed mindset they avoid

challenges and obstacles because

anything then anything less than stellar

performance may cause other people to

question their initial assumption about

your relative brilliance

these employees also do not exert a

great deal of effort and trying to get

to an outcome because they don't think

that effort will change it yeah either

got it or you don't got it and that's

the mindset fixed mindset employees

avoid criticism and they are threatened

by the success of other people so these

employees are unlikely to help their

peers be successful now in contrast

growth mindset employees they embrace

challenges and they work really hard

when they're faced with obstacles

because they see that as a path to

personal growth they seek out all types

of feedback as a point of learning and

they want to grow and be their best and

they are energized by the success of

other people and they want to help other

people be successful so that they can

learn from their success this research

has huge implications for how we

approach performance management and how

we talk to our employees so that they

develop a growth mindset the McKinsey

Global Institute has done some research

and said that two-thirds of the value

creation that comes from social

technologies lie in their ability to

improve communication and collaboration

within the organization and they

estimate that companies that leverage

social technologies can actually improve

the productivity of knowledge workers by

twenty to twenty five percent so tools

like Yammer and chatter were calm and

here 7ps can help improve an

organization's agility and collaboration

by helping employees understand how

we're all performing against common

goals and providing us with information

that we need to know when we need to

shift and change

by leveraging these social technologies

organizations can create a more dynamic

performance management process and one

that helps influence accountability to

the team and there is nothing like peer

pressure to influence performance

management process that is more

dependent yes--we knowledge of change

and we need to move from managing

performance to inspiring performance so

here are the going to be the trends and

the trend setting companies that were

watching today that are demonstrating

how companies are executing on some of

these concepts companies like GAAP and

Adobe are reducing or eliminating

documentation in the performance review

process yeah that sends shivers down the

spines of most HR professionals and

lawyers but they're doing it for two

main reasons

one managers spend way too much time

documenting performance and not enough

time actually having a dialogue with

their employees about their performance

and number two often the documentation

we have doesn't serve the legal action

that we would like to take with an

employee now virtually all of these

companies have eliminated ratings and

the reason companies are eliminating

ratings are to put more emphasis on

ongoing dialogue and to minimize any

unintended consequences of rating a

majority of your employees meets

expectations a rating that I will tell

you does not give people the warm

fuzzies okay the concept of looking

forward and coaching / for performance

versus looking backward and evaluating

performance is another significant shift

that we're seeing this places less

emphasis on evaluation and

more emphasis on providing employees

with the skills and the information that

they need to be successful in a recent

benchmarking study that I did literally

every company that I talked to said that

they were looking to improve the

coaching and development aspects of

their performance management process

because they saw that as a key to

motivating and retaining top talent this

is also a trend that really supports

that growth mindset a number of projects

that I've worked on recently have we've

looked at what is the difference in the

actual payout to employees across the

rating scale and how much time does it

take to get to that outcome and it turns

out that we spend an enormous amount of

time for very little difference

differentiation for a real impact on the

employee you know after taxes after

everything very little real impact so

many companies are actually trying to

simplify their rating process and

they're moving to a focus on rewarding

exceptional talent and paying everybody

else their fair market rate this change

has resulted in a move away from strict

compensation guidelines to allowing

managers to use their budgets as they

see fit and providing managers with

guidance on how to make effective

compensation decisions and then finally

we have companies like HootSuite and

Salesforce and synaptics that have

introduced social technologies to help

create a more dynamic performance

management process where employees can

share their progress against common

goals

and where they can invite input from

anyone at anytime so that performance

feedback is occurs on more of a

just-in-time basis

so when you go back to your offices what

I would like you to do is think about

how well aligned is your performance

management process with that business

environment that you operate within and

then how might you leverage the research

that I presented here to create a more

contemporary approach to performance

management one that will drive

performance in your company and motivate

employees to be their best thank you