This document discusses the importance and challenges of performance appraisals within self-organizing teams. It provides an overview of how Titansoft, a software company, approaches this issue through transparency, collaboration, and a focus on process and product outcomes rather than individual performance. The key points are:
1) Titansoft focuses on product metrics and continuous process improvement rather than individual performance reviews. Managers act as enablers, questioners, and mediators to support the team.
2) Feedback is gathered through open communication, inspections, adaptations, and regular retrospectives rather than closed annual reviews.
3) Staffing, compensation, and promotion decisions involve team input and transparency around criteria and decisions.
6. What is the purpose of
Performance Appraisal?
Talking Points
7. Ref: Abolishing Performance Appraisals: Why They Backfire and What to Do Instead by Tom Coens and Mary Jenkins
Improvement
Coaching &
Guidance
Feedback
Compensation Staffing
Legal
9. Scrum – Self Org. Team
Performance Appraisal
Product Owner
Cross Function Team
Scrum Master
Manager
One Employee
Team
Product
Individual
Every sprint
Open, Transparent
Negotiable
Multi Direction
Every Quarter
Closed, Confidential
Mostly Fixed
Single Direction
Actors Focus Process
12. Improvement
Focus on Product KPI instead of
Individual Performance
Let team owns its process to improve.
Manager Role:
Questioning – To ensure Focus
Measuring – What’s measured gets managed.
Enabler – Training, Resources, Mediator
13. Ref: Yves Lin – Ex Titansoft GM, “From Chaos To Control” – Agile Singapore 2016
Metrics for Product, Process, and People
15. Coaching & Guidance
Openness - Transparency
The teams agree to be open about all the work and
the challenges with performing the work
Manager Role:
Enabler – Creating communication channel
Guiding – Teach management skill
Story Telling – Inspire
Facilitator – Let team have deeper conversation
16. Double Linked Meeting - Sociocracy
Further Reading: https://www.agilebossanova.com/bossa-nova-leader-in-singapore-taiwan/
Ref: MiersonSheella_Sociocracy-overview-handout.pdf
Coordinating Circle
Delegation – Team’s Voice
Leader – Operational
Weekly meeting - 1.5H
Outside working hour
19. 82% - People somewhat feel they
have influence on product outcome
2019 Quarterly Engagement Survey
20. Feedback
Inspections & Adaptation
Manager Role:
Police – To sustain continuous learning process.
Enabler – Provide tool/process when it’s needed.
Make it transparent.
22. 360 Feedback
3 committed plan
Publish to Team
Process Peer Review
Facilitator
HRD Member
Frequency
Every 3 Months Month
Objectives
Improve Team Co-Working
Improve Team Competency
30. 70% - My team constantly
challenges me to grow and
improve.
73% - are engaged.
2019 Quarterly Engagement Survey
31. Staffing
Transparency
Involve the team in the Hiring, Firing, & Promotion Decision
Manager Role:
Story Teller – Netflix Story
Guardian – Ensure Fairness
Empower – Make sure the team has the best member.
35. 67.6% - I thinks that the
evaluation and promotion
procedure is fair.
2019 Quarterly Engagement Survey
78% - I am in charge of my own
career progression.
37. Team send %
distribution
Manager asking
process
Manager finalize it
Process Bonus Self-
Allocation
Facilitator
Team member/Scrum Master
Input
Collected Feedback
Objectives
High performer get rewarded
Who performed well?
42. What impact do you want to
achieve by doing Performance
Appraisals?
Answer this 1st
43. Says that the majority of the output of any one
employee is attributable to the system they work in.
W.E Deming
Focus on Process & Overall Results.
44. Every truth has two sides;
it is good to look at both, before we commit ourselves to either.
45. 80% empowerment
20% boss
One of the biggest mistakes poor leaders and managers
make is to want to “be the boss”
– Patty McCord –
Manager Role
46. Relieve your frustration at the enormous
task of changing an organization by
taking one small step at a time toward
your goal. – Linda Rising –
Share Story
- Experience as employee
- Experience as Manager
- Transition Questions ???
Tell story about my experience
As soft engineer
- Starting Scrum manager will lose the job .
As Manager Last year 40 members, imagine I need to talk to every one every quarter for 2 hours. I can’t imagine how much waste either me / member need to spend.
After dwelling with scrum, I realize there are few skill that I need to have more :
Coaching – Empower.
Facilitating – You want the team has a good discussion.
Story teller – Influence
Confidence said : Experience in Faciliating and One-on-One / Team coaching.
Need to mention why there is another log in there.
5Million User
100+ spend a lot of money in people development training.
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Improvement: For Individual & Organization. If everyone is doing well then the org will improve as well.
Coaching & Guidance: Provide opportunity for Manager to provide coaching & guidance to employee.
Feedback: Manager give Positive & Constructive feedback
Staffing: Promotions, Layoff, Change Function
Compensation: Salary adjustment, Bonus allocation
Legal: Documents
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
There is no silver bullet to solve the above problem. Every solution may work depend on its context.
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Peter Drucker – You Measure, You manage
One of manager role in the beginning of scrum implementation to create channel so that people can be open about the problem they face
Insipirasi bagaiman Netflix mempunyai team yang baik etc
Creating communication channel – so in here you can influence more on Mindset, Management Skill, Make sure a good discussion
Sekilas ttg sociocracy
Fungsi dari D & L
Pembahasan:
- Masalah Team & PO.
- Masalah Manpower
- Masalah conflict antar team member
- Policy yang ambigue.
- Story telling : how other company doing hiring strategy, why some company need to layoff, how to stay competent in this fast changing world.
Kasarnya – Brain Washing
Sekilas ttg sociocracy
Fungsi dari D & L
Pembahasan:
- Masalah Team & PO.
- Masalah Manpower
- Masalah conflict antar team member
- Policy yang ambigue.
- Story telling : how other company doing hiring strategy, why some company need to layoff, how to stay competent in this fast changing world.
Kasarnya – Brain Washing
Concern raised out By POs, PDs, DM.
Output: Agreement, common understanding, Feel Heard
Manager harus terkadang harus bisa berdiri di dua sisi.. Kadang kita mendukung PO , kadang kita juga mendukung developer/ QA / ux.
Once we align our perspective - Then we can have agreement how to achieve our common goal
No need to discuss this. As people are aware.
Still retro – but you cover one whole month
Weekly retro - Product
Monthly people,
Example of Peer Review. The person will read the feedback He want to give to Others
Slowly explain
PO – First line Support – My Self feedback for last month work overall.. Who help them the most.
Example of Peer Review. The person will read the feedback He want to give to Others
We ask our member to be transparent, We as a leader need to show the first step.
Published in public.
What should I do ? Tell story for RIGA team. Need manager attention.. Lunch together and etc.
People want to be involved in discussion and feel heard.
One of manager role in the beginning of scrum implementation to create channel so that people can be open about the problem they face
Story about Hiring people, Confirm / Firing Probation
Face the challenges of a fast-changing world together. – Netflix Story
Manager is not a career manager.
Sky has covered.
Sky has covered.
Don’t have the result for the GAP.
Tell story about the fairness.. When someone gives % equal .. Including new comer , etc
This is the time you’re Boss….. To be honest, I would prefer to give them the final amount and ask them to divide by themselves.. But company still not ready for this. So yeah this the best way so far.
he very most incompetent managers know which of their employees are the top performers and which are the bottom feeders. Neither scrum nor waterfall nor lean nor agile makes this any more or less obvious.
-https://dzone.com/articles/how-do-agile-performance
Emphasize the important stuffs if audience want to try.
Purpose of Performance Appraisal
Conflicts
- Performance Appraisal in Self-Organizing Team
Titansoft Way – Value Driven / Practical
- If there is no Performance Appraisal then how we achieve performance appraisal purpose
Advise (Transparency, Collaboration, …) - (ref)
he believed that performance was mostly a factor of the organization rather than the employees and therefore we should focus on improving systems, processes, and methods instead of fixing people. – Deming
https://www.construx.com/Retrospectives/Performance_Appraisals_in_an_Agile_Organization/#2
Most crucial –
Emphasis – IF you don’t know what kind of impact do you want to create then stop wasting people time.
Before you want to remove or change Perf. Appraisal What result do you really want to achieve?
If you don’t know then just stop doing it.
If you know then think about the suitable tool that you can use.
It’s always about the systems.
Though I am not 100% agree with this statement.
Before you said performance appraisal is bad / good.. Best to study why people say bad or good.
Find the truth from those statement.
Find your way – Which one is more suitable with your organization
Empowerment can be from Coaching, Facilitating, Provide training, Story Telling.
Patty McCord – Chief Talent Officer in HRD
Do big changes can be frustrating. So Take one small step at a time.
By Linda Rising
Tell that I will be here till Wednesday… so I am open for meetup with anyone.
We can exchange experience