Every organisation hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organisations in the world had a ritual called yearly goal - setting. Many organisations still continue with this where the HR cascades a set of goals set by the organisation's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organisations are linked with incentives. In general terms, there ain't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to unoptimized results.

With the advent of business agility, this focus shifted towards continuously learning & improving organisations. This meant that faster feedback was highly recommended for performance improvement and the idea of year-long goal setting seemed a talk of the yesteryears. Many organisations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organisation goals were no longer directly accessed by every employee.

When seen from the perspective of game theory, it's evident that optimum results are obtained when employees achieve goals which are highly beneficial to them at the same time aligned with the organisation's goals. With the former approach explained above, it's pretty clear that the employees in the first case were aware of the organisation's goals, even if the goals were not aligned with their personal goals. Whereas in the latter case, the lack of transparency meant that the individual's goals were highly focused and may not be in-line with the organisation's objectives.

This is where Performance Kaizen aligns these two systems with a flavour of Management 3.0 in order to create an optimum setup where high performing individuals, teams, and organisations can thrive. In this session, we present a case study of this implementation at Springer Nature along with our results and learnings; followed by a brief hands-on exercise for the attendees.

 
 

Outline/Structure of the Case Study

  • An introduction to SMART goal setting system
  • Walkthrough of the Performance Kaizen system
  • A case study of Springer Nature's gamification
  • Understanding the tracking mechanism
  • 15 minutes hands-on for the participants

Learning Outcome

  • Introduction of Kaizen for continuous performance improvement
  • Moving towards a learning organisation with Business Agility
  • Gamification of performance improvement using Management 3.0

Target Audience

People Managers, HR Representatives, Organisation Leaders, Individuals focused with continuous self-improvement

Prerequisites for Attendees

Although not mandatory, a basic understanding of Kaizen would help.

schedule Submitted 1 year ago

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  • Ravi Kumar
    By Ravi Kumar  ~  11 months ago
    reply Reply

    Hi Rucha,

    Thanks for submitting the proposal....

    The topic is interesting which connects well to the learning outcome "Introduction of Kaizen for continuous performance improvement". However I think the submission could be improved by:

    • Please clarify if this is a Case Study or Workshop since I see there is 15 min hands on slot in the outline.
    • The 2nd and 3rd learning outcomes may be loosely connected to the topic but there are no concrete examples of the implementation and changes in organisation that had to be done towards implemetation.
    • Given that it is a Case Study it will need more data points or anecdotal evidence showcasing the success. For Ex. 
      • How many teams have applied it since when?
      • Outcomes of implementation from teams?
      • Context in which applied?
      • How were the outcomes reached ....external/internal support, learning, skill upgrades, org and team changes etc.
      • .....

    Also, would it be possible to share this as a 20 min Experience Report by removing the 15 min hands-on slot and share some concrete data points of sustaining this practice. The learning outcome can focus on just "Introduction of Kaizen for continuous performance improvement". This might get the audience excited to try this new technique when they get back.

    Best,

    Ravi

    • Rucha Ramchandra Kapare
      By Rucha Ramchandra Kapare  ~  11 months ago
      reply Reply

      Hi Ravi ,

      Thank You for the comment!

      • Its a case study at Springer Nature Pune
      • The team which followed this approach in 2016 still continues to follow it for the yearly Performance cycle, also the other communities/COE’s in the organizations have been educated about the same and have started working in this direction, though it would be too soon to comment on their results for the other teams, the results received by the 1st team and challenges have been mentioned in the experience report on slide 8 https://www.slideshare.net/secret/34MOUcoXnOKts1
      • To answer your last question
        • 1 team has been consistently following it, its their 3rd year in the annual Jan to Dec 2018 cycle, the other project groups have started, it has been presented in the Pune, London and Berlin Business Analysis Communities wherein each Business Analyst takes it to their individual projects. Its best and the acceptance is a lot more when people take ownership of their goals and thus we have followed a bottom up approach rather than a top down
        • In Indian context its been specifically applied for the annual performance cycle and some team members are using it as a part on their Personal Development Plan(PDP)
        • It was an experiment supported by our manager where in we meet every month, outcomes are : - an empowered and confident team who thought that they now have more control over their growth and performance. It was and is supported by the organization and anyone who wants to is free to practice. The organization has also supported to take this out and present it as a case study. Again the experience report on Slide 8 has a summary of the learnings, benefits and challenges and details would be shared in the talk.

      The last talk I gave at Lean Kanban India was a 30 minute talk which unlike the 45 minutes talk at APGI conference did not include the hands on activity, thus a 30 minute talk is apt but based on the requirement it can be reduced to a 20 minute talk for just sharing the experience report as suggested.

      Please feel free to write back in case you have follow up questions.

      Thank You

      Rucha R. K


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