Using Beyond Budgeting and Sociocracy for agile-friendly performance appraisals

schedule Mar 19th 03:45 PM - 05:15 PM place Jupiter 1

There are many suggestions dealing with Agile-friendly performance appraisals, which promise to rely on trust, honesty, respect, safety, and servant leadership. The Agile Manifesto does not address performance appraisal although it does generally mention regular and frequent feedback, which can also be applied to performance evaluation. Two related methods that share the same values as Agile, Beyond Budgeting, and Sociocracy, have worked out interesting approaches to agile performance review. In this session we want to present these two different performance appraisal approaches and want to invite the participants of this workshop to discuss the strengths and drawback of both and the possible synthesis of the two approaches.

Similar to the Agile Manifesto, Beyond Budgeting is founded on values and principles. Two of its twelve general principles focus on the topic of performance appraisals. Where the first principle asks to “engage and inspire people around bold and noble causes; not around short-term financial targets,” the eleventh principle advocates: “Evaluate performance holistically and with peer feedback for learning and development; not based on measurement only and not for rewards only.” Thus, the main strategy of Beyond Budgeting is to separate (financial) bonuses from performance evaluation and to use relative and not fixed targets as a foundation for the evaluation.

Sociocracy suggests holding 360 degree in-person meetings. The person being reviewed should request it when needed, not just on a rigid annual basis, and perhaps not just once in the year. In the 360 degree meeting, the organization itself can be critiqued in the review - “the way we are organize is causing performance problems.” Similar to Beyond Budgeting there is a focus on the vision and mission of the specific department as well as the overall company as a source of inspiration and motivation. The output of the performance review meeting should be a development plan that the immediate group of supervision, peers, and subordinates consent to.

The type of measure is important - should we look at feedforward (leading indicators) as well as at feedback (lagging indicators). Financial bonuses can be set up - a lagging indicator. Sociocracy says consider the group performance when giving bonuses but you can also consider individual performance within that context.


In this session we will summarize Beyond Budgeting and Sociocracy for the participants and then invite them to explore with us different strategies for synthesizing. Participants will take away insights that they can use in their organizations.

 
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Outline/structure of the Session

0 Welcome and set the stage 5’

5 Participants experiences with performance appraisals (small group discussions) 15’

20 Presentation of the 2 performance appraisal models 20’

40 In small groups discuss the advantages / disadvantages of the two models and create suggestions for improvements (synthesis) 30’

70 Applicability in participants' own environment 15'

85 Debrief & Wrap-Up 5’

90 End

Learning Outcome

Get to know the performance evaluation approach of both Beyond Budgeting and Sociocracy

Understand the strengths and weaknesses of the Beyond Budgeting and Sociocracy performance appraisal approaches

Explore possible synthesis of the two approaches

Take-away concrete ideas on how to improve the performance evaluation in your organization

Target Audience

Program Managers, Executives, Portfolio Managers, Project Leads, Coaches, Consultants

Prerequisite

Familiar with agile concepts. Project and management experience at best with leading and going through change.

schedule Submitted 2 months ago

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