Very insightful discussion on an agile setting. I work at a school as an HR Manager and have found Performance Appraisals very daunting and ineffective. I am very glad for these insights. I have 2 questions. Would you classify teachers as those requiring standards pretty much like school bus drivers and then their leaders- key stage leaders and Head teachers as needing team level priorities? If you say no need for instruments are required then how do you document and track performance management over time?
Like all of your lectures, this is also amazingly insightful! From this class, my key take-home is, in my organization for the maximum department, "team objective seatings & performance evaluation is more appropriate". My #question is, as per your example, in case if an organization agrees NOT to use any formate or documentation for performance appraisal, how can it connect merit increment/performance incentive with the performance? Thanks in advance Sir.
many thanks for your kind words and for the interesting questions. My I refer to the other session about compensation? I was talking intensively about this problem. Basically I think any organization needs reviews at some points.
Also I get the sense that no rewards should be tied to performance management it should simply be for developmental purposes in an agile system. So how do you then reward or discipline on an individual basis?
You have wonderfully & priscely explain high & low objective settings in task chart but What about the middle order tasks,how would we define the objective s?
Very insightful discussion on an agile setting. I work at a school as an HR Manager and have found Performance Appraisals very daunting and ineffective. I am very glad for these insights. I have 2 questions. Would you classify teachers as those requiring standards pretty much like school bus drivers and then their leaders- key stage leaders and Head teachers as needing team level priorities?
If you say no need for instruments are required then how do you document and track performance management over time?
Like all of your lectures, this is also amazingly insightful! From this class, my key take-home is, in my organization for the maximum department, "team objective seatings & performance evaluation is more appropriate". My #question is, as per your example, in case if an organization agrees NOT to use any formate or documentation for performance appraisal, how can it connect merit increment/performance incentive with the performance? Thanks in advance Sir.
many thanks for your kind words and for the interesting questions. My I refer to the other session about compensation? I was talking intensively about this problem. Basically I think any organization needs reviews at some points.
Also I get the sense that no rewards should be tied to performance management it should simply be for developmental purposes in an agile system. So how do you then reward or discipline on an individual basis?
You have wonderfully & priscely explain high & low objective settings in task chart but What about the middle order tasks,how would we define the objective s?
Actually, I'm not sure what to do in those cases