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It is perfectly fine to applaud Deloitte, sadly, this concept won't spread. HR departments are so entrenched with annual review bullshit that even if they call

by angdis 11y ago

It is perfectly fine to applaud Deloitte, sadly, this concept won't spread. HR departments are so entrenched with annual review bullshit that even if they call it a different name and put a new "spin" on it, it will just end up being even more disappointing shit-work for everyone.

venomsnake 11y ago
That is why I don't bother to even consider working in a place with HR department. There is always good consulting work for connected people out there.
GnomeChomsky 11y ago
I understand the sentiment, but the concept is spreading. Adobe, Netflix, Juniper, Accenture all have or are re-thinking their performance management models. Atlassian has been influential here too, and one of the architects of their revamp has now moved to the Broad Institute. CEB, which is very influential in the HR world, has adopted these new approaches and are actively recommending them to clients. Samuel Culbert, a UCLA professor, has been very visible on this front, and people like Josh Bersin and Marcus Buckingham (co-author of linked HBR article) are really well-known in HR circles. It will, of course, take a long time to undo the Jack Welch and command-oriented mindsets. However, I do think there's hope that strategic HR departments can re-orient companies toward processes & policies that care less about compliance with HR bullshit and more about actual coaching, feedback, and development. (Disclaimer: I re-designed an employer's performance framework & process, so I am biased toward folks who are trying to push HR toward people-oriented, trust-based programs that are designed for the vast, vast majority of employees who don't need old-school performance "management.")
rainingtomorrow 11y ago
I do performance management for Fortune 500 company. Literally two weeks ago we began redesigning the model. It may sound that it would be difficult to change what has been going for years, but there are several factors that make it easier than it seems so: - Normally performance management process is managed by few people even in companies sized in 10,000's of employees. Even if ultimately the decision is made by HR executives, it is easier to make such decision when there are so few directly involved people. These people are normally part of corporate, and they just provide the process for local HR that usually has no real say in how performance management is done. - Both corporate HR and local HR are tired of this too. We have been hearing these points for long time. Every single year enforced/recommended (amongst other points) distribution brings heated discussions yet nothing is done. Executives hear this. - Talent Management system vendors are becoming more flexible and allowing different models for performance management. Such system is needed, but no one would ever sign up for developing it themselves. In overall, I think it is a matter of time till this spreads. Promoting the wrong people or blocking the good ones is very expensive.
- Yhippa 11y ago
  > In overall, I think it is a matter of time till this spreads. Promoting the wrong people or blocking the good ones is very expensive. I have worked for several companies that follow Trend-driven Management and would not be surprised to see this spread amongst the CEO's and execs of major companies.

by angdis 11y ago

venomsnake 11y ago

That is why I don't bother to even consider working in a place with HR department. There is always good consulting work for connected people out there.

GnomeChomsky 11y ago

I understand the sentiment, but the concept is spreading. Adobe, Netflix, Juniper, Accenture all have or are re-thinking their performance management models. Atlassian has been influential here too, and one of the architects of their revamp has now moved to the Broad Institute. CEB, which is very influential in the HR world, has adopted these new approaches and are actively recommending them to clients. Samuel Culbert, a UCLA professor, has been very visible on this front, and people like Josh Bersin and Marcus Buckingham (co-author of linked HBR article) are really well-known in HR circles. It will, of course, take a long time to undo the Jack Welch and command-oriented mindsets. However, I do think there's hope that strategic HR departments can re-orient companies toward processes & policies that care less about compliance with HR bullshit and more about actual coaching, feedback, and development. (Disclaimer: I re-designed an employer's performance framework & process, so I am biased toward folks who are trying to push HR toward people-oriented, trust-based programs that are designed for the vast, vast majority of employees who don't need old-school performance "management.")

rainingtomorrow 11y ago

I do performance management for Fortune 500 company. Literally two weeks ago we began redesigning the model. It may sound that it would be difficult to change what has been going for years, but there are several factors that make it easier than it seems so: - Normally performance management process is managed by few people even in companies sized in 10,000's of employees. Even if ultimately the decision is made by HR executives, it is easier to make such decision when there are so few directly involved people. These people are normally part of corporate, and they just provide the process for local HR that usually has no real say in how performance management is done. - Both corporate HR and local HR are tired of this too. We have been hearing these points for long time. Every single year enforced/recommended (amongst other points) distribution brings heated discussions yet nothing is done. Executives hear this. - Talent Management system vendors are becoming more flexible and allowing different models for performance management. Such system is needed, but no one would ever sign up for developing it themselves. In overall, I think it is a matter of time till this spreads. Promoting the wrong people or blocking the good ones is very expensive.

Yhippa 11y ago
> In overall, I think it is a matter of time till this spreads. Promoting the wrong people or blocking the good ones is very expensive. I have worked for several companies that follow Trend-driven Management and would not be surprised to see this spread amongst the CEO's and execs of major companies.