4 ms·
The problem with all of these performance management frameworks is the same. You start with objectives that make sense and are aligned to the organization's mi
by DebtDeflation 4y ago
The problem with all of these performance management frameworks is the same.
You start with objectives that make sense and are aligned to the organization's mission.
Then you come up with metrics that attempt to measure how successfully those objectives are being realized.
Then you tie manager and executive compensation to those metrics.
Finally everyone proceeds to game the metrics, often in ways that completely contravene the original objectives, in order to maximize their bonuses.
Rinse and repeat.
- iamdbtoo 4y agoAnother serious problem with these, at least to me, is that an employee's performance within these frameworks is often graded against an ideal implementaion and not the actual implementation.
- keredson 4y agoyep! https://en.wikipedia.org/wiki/Goodhart%27s_law https://en.wikipedia.org/wiki/Goodhart%27s_law
- tired_star_nrg 4y agoThe interesting thing is that in Measure What Matters (the Book about OKRs) they specifically call out _not_ tying bonuses and compensation to OKR results. It’s such a shame that this critical part of the methodology gets lost in the implementation.