Agile Appraisal: Sprint Iterations for Appraisal reviews

Appraisal reviews are always hard. Traditionally it is done once a year. The manager and employee undergo a tough period of reviews, discussions and ratings. At the end no one is happy.

  • Manager
    • Manager is forced to provide a feedback of an entire year in few minutes.  
    • Because of time constraints and lack of useful data, a constrictive feedback is not given.
    • In most of cases this ceremony is reduced to mere salary negotiations.
  • Employee
    • Employee feels cheated because of lack of any concrete feedback
    • Employee is not able to proactively discuss his/her career objectives and create a proper plan to bridge the talent gap.

In this talk I will discuss some of the approach we are trying to follow in our group to align appraisal feedback also along with agile sprints.  

I will present the experience report of how we are converting the age old waterfall appraisal process to Agile. I will discuss the need for this change, the general idea and the challenges we are facing.

In this new way of appraisal management the focus is on the individual. Just like we have a Scrum/Kanban board, each employee will have a talent and improvement board. Instead of developing a product, the focus is to develop an individual. Like the scrum there are Ceremonies

  • Release planning – Organizational agenda
    • Decide Group & team goals
  • Sprint planning
    • Work with each team members to identify some “traits”/action points to improve
  • Review
    • Review the outcome
  • Retrospective
    • Based on the outcome revisit the individual goal & do a re-planning
 
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Outline/structure of the Session

Agenda

  • Agile Appraisal reviews
    • Goals
    • Do’s and Don’ts
    • Appraisal Metrics
  • Agile Appraisal Cycle
  • Planning
    • Organization Goals
    • Team/Product Goals
    • Individual Goals
  • Observation/Data Collection
    • Sprint metrics
    • 360 degree feedback
    • Sprint retrospectives
  • Review
    • Metrics review
  • Appraisal Retrospective
    • Appraisal cycle duration
  • Next Steps & Challenges

Learning Outcome

After this talk participants will

  • Understand the challenges faced in transformation
  • Strategies followed to overcome some organizational and personal inertia
  • Tips and tricks to apply this idea in other places also

Target Audience

All managers, Agile team members, Scrum masters

schedule Submitted 4 years ago

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  • Chithra K
    By Chithra K  ~  3 years ago
    reply Reply

    good.

  • Sachin goel
    By Sachin goel  ~  4 years ago
    reply Reply

     

    Hi -

    Interesting way to look at agile practices. I am not sure though how well the overall audience will be able to map with HR practices. Should we look to do this session with more CXO, HR Sr. Exec only to start with?

    Further, some of the principles proposed in slides(like grading etc) are quite prevelant as of now( in forms like Bell curve). Curious to know what new approaches are being elaborated and how well a diversified audience(who are generally not deciding how to rate) would be interested to attend this session?

    Thanks - Sachin

    • Abhilash Chandran
      By Abhilash Chandran  ~  4 years ago
      reply Reply

      Hi Savitha

      This is a very tricky area. 70% of our compensation is based on the team’s performance. If the team achieves the goals then all get the 100% of the team part. Rest 30 % is depended on the individual goals. Individual goals can vary from technical skills improvement to communication. Each person will have a individual release planning to bridge this gap. After analyzing & prioritizing these needs based on the team & company’s objectives they can be tracked every sprint or quarter. Rather than one 360 degree feedback, we are continuously   getting feedback from all around. Based on the feedback we can make the necessary changes. At year end the monetary increment meeting becomes simple because all of us will have a whole years continuous feedback and which will be based on the individual & teams achievement.

      If time permits I will be speaking on these also.

      Regards

       

      Abhilash

    • Abhilash Chandran
      By Abhilash Chandran  ~  4 years ago
      reply Reply

      Hi Sachin

      I agree with you. My initial thought was to go deep into the HR practices and limit the audience to Hr Executives and other Sr management folks. But on a second thought I prefer having general audience also. In our group this idea was most eagerly accepted by the individual team members, management is also supportive of this new approach.  I won’t be speaking much on the grading aspects or any such HR jargons. It will be general talk which can be easily understood by anyone

       

      Regards

      Abhilash

    • Abhilash Chandran
      By Abhilash Chandran  ~  4 years ago
      reply Reply

      Hi Sachin

       

      Personally I am against use of much grading. This goes against the basic principle of Agile where the focus is on team development. Some of the practices like grading with Bell curve shouldn’t be used at all in modern HR management. Rather than dealing with such complex metrics and point systems I will be discussing more on the agile way of managing talents

       

      Regards

      Abhilash

       

       

  • Savita Pahuja
    By Savita Pahuja  ~  4 years ago
    reply Reply

    Hi Abhilash.. could you please explain a bit how you collate these grades at the end of each iteration and at the end of the year if using 360 degree feedback. Also when and how to give appraisals in monetary terms.


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    Principal Consultant
    ThoughtWorks
    schedule 4 years ago
    Sold Out!
    90 mins
    Workshop
    Beginner

    A project can face varied challenges through its life, foreseen and otherwise - runaway scope, high defect volumes, depressed velocity, and many more. Addressing many of these first requires recognition of the problem and then action from one or more sets of project stakeholders. Telling the story with simple visuals can be a very powerful way to articulate a challenge (the what), the potential root causes (the why) and the options available to fix it (the now-what). Teams typically already track a lot of data related to throughput, quality, scope and cost. Creative use of this data combined with simple, hand-crafted visuals can be much more effective than hundreds of bullet points. In this hands-on workshop, you get to exercise your visual thinking and visual communication skills. We introduce some simple visual thinking techniques like Look-See-Imagine-Show, and then let you apply them in a project simulation, so that you can practice hand-rolling simple visuals that speak volumes (no fancy tools needed!).