68Contributions

This sprint ends October 14.

In Sprint 1, we provided new labels for what might replace performance management in a Management 2.0 world and described the key characteristics of our new visions.

In a recent blog post MIX Community member Bjarte Bogsnes has analyzed many of the submissions from Sprint 1 and offers up some of his perspectives here.

Now we want to hear from you. For Sprint 2, we have three tasks:

Task 1: Vote for the most compelling definitions.

Browse the entries below and vote for those you find most compelling. To vote, click on the “Like” button in the upper right-hand corner of each hack page. Vote for as many entries as you like. If there are particular themes you know you are interested in exploring, you can filter the list of entries using the "Filter by Keyword" drop down below.

Task 2: Build on the definitions you like most.

Once you’ve voted, if you have suggestions that might make one or more definitions even better, please share them in the comments section below the entry. Feel free to suggest combinations of ideas from more than one entry as well.

Task 3: Volunteer to join a hacking team.

We’ve been so overwhelmed by the number of thoughtful entries (almost 60 at last count) that we are considering whether to add a follow-on sprint to the end of this hackathon in which we’d develop some of the best definitions into full hacks for the MIX. If you’d like to volunteer to continue developing any of the definitions you see here (including your own!), please add a comment saying “I’d like to volunteer to develop this definition further” in the conversation below the entry. We'll provide more information once Sprint 2 is complete.

    5Like 
    6 days 4 hours ago by Virginia Hamilton
    Managers often know what got produced or delivered, but don't really know HOW individual employees contributed. If a report was written, who did what? If a benchmark was met, how did it happen? This kind of model focuses on how things get done, who did th...
    5Like 
    6 days 3 hours ago by David Physick
    "The trouble with most performance management systems is that they have forgotten the people."  This or something very close to that statement was uttered by McDonalds Chief People Officer in an interview Autumn 2011.  What we want to see evolve...
    5Like 
    6 days 3 hours ago by Micha Roon
    Performance is all about value. Value to the company and to the team. Lets just measure the perceived value of people and stop trying to measure their performance.The people who know you best are those you work with every day. I hear countless stories abo...
    5Like 
    6 days 3 hours ago by John Enyame
    Traditional performance management is often executed with opacity; where managers lack insight to an employee's aspirations, and employees receive little guidance on how to identify and select opportunities to perform as a value-added resource beyond thei...
    5Like 
    6 days 3 hours ago by Greg Stevenson
    The nature of traditional performance management is to assume that everyone is equal and that time doesn't exist. It is what pops out of neo-classical economics.This means that two employees given the same goal are judged on their results. Carrot and stic...
    5Like 
    6 days 3 hours ago by Ben Teehankee
    The leadership of an organization needs to ensure that it enables the creation of value for all its stakeholders.  A stakeholder is someone engaged with the organization as a provider or recipient (or both) of a service or product. Value is what a st...
    5Like 
    6 days 3 hours ago by Rajal Sood
    Soon, the millennial would become major part of work force and customer base. In the digital age, supported by social tools, the new generation is used to getting instant information using search tools, ask and respond immediately using social media appli...
    5Like 
    6 days 3 hours ago by Eric VanDerSluis
     Performance empowerment is built off of the idea that traditional notions of managing performance inherently don't believe in the individual's ability or motivations to enhance their own performance. In this model, individuals would be empowered to ...
    5Like 
    3 days 18 hours ago by Christopher D. Lee
    We need a Performance IMPROVEMENT system, not a performance RATING System.  Most traditional systems are designed to look backwards and document and rate PAST performance.  Since we cannot change the past, our focus should be on taking...
    5Like 
    3 days 18 hours ago by Anders Olesen
    The label: I very much agree that the current label “Performance Management” includes or implies a wrong message. What we want to have is the optimal mix (or suite) of tools/elements/systems/processes/practices etc. that in combination provide the opt...