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Launching the Flourishing Manifesto
Launching the Flourishing Manifesto
GRAFFITTI WALL
Please send us your insights, comments, critique, questions, ideas! Here you will find a selection of ongoing inputs from the community. In order to provide your feedback please use the SIGN UP button above!
(Please note that it can take up to 48 hours for new feedback to go live on the site!)
COMMENTS ON page 1: Maxims and core principles
- The strapline A Manifesto For Flourishing At Work repeats Flourish so might be redundant i.e. if combined with the next line: A manifesto for taking a stand against……………
- Comment on page one: I had previously suggested something along the line of - Equip your people managers with the skills and confidence to facilitate impactful conversations. I think a key principle needs to cover the critical dynamic between a colleague and his/her team leader, together with how an organisation should/must equip team leaders with the right skills and confidence etc
- Overall comment is that some of the principles are quite lengthy and combine different constructs/themes, so might be an opportunity to simplify the language and reduce the wordcount on the actual principles – appreciate this is a challenge when combining several different brilliant ideas! What is our yardstick test for a great principle?
- Principle 1. Good people and social value might not be immediately understandable for the audience, so perhaps each principle needs to pass the ‘Sun Reader’ test as a minimum? Continuous progress could be continuous learning, which removes the hierarchical implication of progress. I really like the notion of to foster the flourishing of every colleague.
- Principle 3. Bit convoluted this one, as had to read it several times! Perhaps self-directed teams is the essence of this principle?
- Principle 5. Love this! Suggest delete ‘keep constant’. System could be confused for some with IT………..just saying. Overall, this principle is clear and actionable.
- Principle 6. Like this, though would take out ‘social value’ as we have not explained this anywhere i.e. could be the ‘how to / elaboration’ that comes down the track when people ask us how to apply the manifesto.
- Principle 10. Pay and reward is not limited just to transformation. Not sure I agree with stopping bonuses altogether, as surely the point is the basis on which bonuses are awarded i.e. collective endeavours and success?
- Principle 10. Have re-read and whilst there are some great thoughts in this one, it seems to be several principles packed into one?
COMMENTS ON page 2: best and worst practices
- Not sure the smartest and dumbest language works in the context of flourishing? It could switch the reader off, especially if they have personally advocated for practices on the right! Perhaps practices which are positive / enablers and those practices that hinder / block flourishing?
- We perhaps need to say something about HR IT systems as being enablers and not an off the shelf design.
- Goal setting could imply imposed, so defining/agreeing goals? Like horizontal commitments as this speaks to joined up E2E processes. Could make mention of the customer/client i.e. outcomes that really make a difference? On the negative side thinking about micromanagement, something about excessive KPIs and reporting? Is there also something positive around team-based goals which encourages collaboration and alignment around the common purpose and collective value?
- Feedback could be changed to Feed forward? Positive practices are self-reflection and review, 360 Feedback for development only, mentoring as well as coaching. Hindering practices: Letting colleagues struggle without in the moment coaching and support.
- Appraisal is such a loaded term, so could we think of a different language such as success / flourishing conversations?
- Appraisal: Love the on-demand thought, as this addresses the point about not letting new hires/poor performers flounder and drown. Something around learning goals for the individual and or the community as a whole?
- Appraisal: Do we need to differentiate between the performance (How am I doing against expectations/standards for the current role) versus potential (where I would like to go next if I can)? This could also include job enrichment practices i.e. the introduction of AI may seem a threat, however, by removing routine administrative work, the job could be redesigned to include higher value more intrinsically rewarding work. Hindering practices: Agree on the points you have plus using the annual ‘appraisal’ for downsizing/rightsizing exercises.
- Pay and Reward: is a very broad topic, however, I think on the positive side we could have something on the disparity between reward for the top team and the lowest level roles should reflect the values of your organisation, commitments to shareholders and society at large.
- Pay and Reward: Could also mention equal pay/fairness from a DEI standpoint.
- Pay and Reward: Hindering practices: NB Untransparent should b non-transparent or use opaque. I would add not putting salary levels on job adverts, not sharing (internally at least) pay bands so that colleagues can plan career moves. The other big one in terms of disparity is paying new hires top dollar and ignoring loyal long serving high performers.
- L&D – Not just apprenticeships but also schemes for all categories of entrants e.g. Graduates and experienced hires.
- L&D: Positive practices: structured onboarding approach, perhaps with a buddy. For leaders in the past, I have facilitated assimilation workshops which proved very effective. Learning curriculums (or learning pathways) which include blended learning elements i.e. not just eLearning. Leadership development which is experiential in nature e.g. action learning based and cross functional i.e. stimulates the building of social networks across the organisation. Secondments to other organisations perhaps even charities which speaks to the moral and civic aspects.
- L&D: Where do we factor in career development – L&D for being effective in the current role and development to optimise potential for future larger / different roles?
- L&D Bad practices: eLearning point is spot on! Another (picked up from the HR Technology Conference) is that AI is not a magic L&D bullet. Getting the basics right (70:20:10 – which I know is flawed but quick shorthand) with a solid learning needs analysis is so often missing in organisations. Competency and skills frameworks as a cottage industry is another! (Positive – coherent frameworks/taxonomies not tied to banding/grading that have skills by proficiency level)
big thanks to all those who already provided their feedback!
- Mark McAleer
- Michele Zanini
- Andy Hilger
Performance Management Is Broken!
Performance management is at the very heart of the organization, serving as THE vital connection between people and the overarching purpose of the business. However, let's face it – it is broken.
Acknowledging its (too) many shortcomings, there is a growing consensus that a revolution in performance management is necessary and urgent. Following many stimulating discussions at the HR Horizons Summit 2023, we have decided to rally a coalition of HR professionals, academics, consultants and business leaders to dismantle outdated practices and champion innovative solutions that truly contribute to organizational flourishing.
Our collective effort is fuelled by a shared commitment to more equitable, humane, and inspirational workplaces. Join us in this transformative endeavor as we strive to shape a future where performance management becomes a genuine catalyst for growth, development, joy and the collective prosperity and well-being of all!
Performance Management is Hated By Everybody
The many problems of performance management are widely recognised by HR, business leaders, employees and stakeholders.
- Only 14% of employees strongly agree that performance reviews inspire them to improve.
- Only 26% of employees say they received feedback that helps them do their job better
- Only 23% of organisations say performance accountability reflects employee contributions
- Fewer than one-third of employees believe the review process is fair.
- Only 18% of HR leaders consider performance management to be effective.
- 60% of HR executives give their own performance management systems a grade of C or below.
- Only 8% of HR executives feel performance accountability made contribution to business
- 98% of HR managers believe yearly evaluations are not useful.
- Over 90% of employees are dissatisfied with appraisal systems
The Data Is Overwhelming
The power of research demonstrating the shortfalls of tradtional performance management is crushing. Overall, the verdict is clear: there is little to no correlation between individual performance rankings and business results.
- An overemphasis on SMART goals can lead to undermining of adaptive, innovative and entrepreneurial behaviors (see for instance Ordonez et al 2009)
- An overemphasis on stretch, (over-)ambitious goals can lead to unwanted work intensification, stress and unethical behaviors (see for instance Schweitzer et al 2017)
- Performance feedback does not work (Kluger et al 1996; DeNisi et al 2017); learning oriented meaningful conversations do (see for instance Budworth et al 2015)
- Performance appraisal - ratings and rankings - are not accurate, create resistance, limit learning and are not linked to organisational performance (see for instance Murphy 2019)
- High powered incentives often create misalignment (see for instance Roberts 2010), may undermine intrinsic motivation (see for instance Buch et al 2016), reduce contextual and creative performance, may lead to unethical behaviors (see for instance Park et al 2022) and create psychological as well as system-maintenance costs (see for instance Larkin et al 2012)
- "High performance work practices" (in particular those aimed at motivation) when corrected with the costs created seem to undermine organisational performance (Kaufman 2012; Ho et al 2019)
A Necessary Transformation
Traditional performance management practices in organizations have long been plagued by significant challenges and frequent failures:
- Performance management often reinforces a myopic fixation on short-term profits and a limited perspective of individuals as mere cogs in the machine.
- Traditional performance management systems tend to foster a culture of fear and competition rather than collaboration, creativity and systemic flourishing.
- A heavy reliance on quantitative and financial metrics leads to a narrow focus on easily measurable outcomes, neglecting the importance of qualitative aspects, systemic, ecological and social impact and individual development.
- The emphasis on annual or biannual reviews often results in a retrospective and static evaluation, failing to capture the dynamic nature of employees' contributions.
- In spite of good intentions, many innovative practices fail to acknowledge available evidence and research, perpetuating existing shortcomings
- The time-consuming and bureaucratic nature of traditional performance appraisals contributes not only to costs, but also to disengagement and dissatisfaction among employees, and the collective squandering of human potential.
It's time to take a stand!
It's time to take a stand!
Voices from global experts on performance management
Introduction to the project
“There is no power for change greater than a community discovering what it cares about.”
Meg Wheatley
Deliverables
Project
Structure
Team Roles
Our Project
The project unfolds across three distinctive phases:
- In phase 1, the emphasis is on research and development to craft an innovative performance management manifesto for presentation and agreement at the HR World Congress in Porto in May 2024.
- Following this, phase 2 involves the ongoing refinement of the manifesto through collaborative efforts with pilot companies. Updates and findings are to be shared at the HR Horizons Conference in November.
- Phase 3 extends the project's scope to encompass broader implementation and support of the methodology throughout the 2025 performance management cycle.
Key Deliverables
- Performance Management Manifesto (Value proposition & principles)
- Piloting programme with interested forward-thinking companies
- Novel performance management toolkit & good/bad practice catalogue
- Training materials & support for Continuous implementation
- Promotional campaign
- Alliance of early adopters & partners
Phase 1 Activities
- Research & Development: Conduct in-depth research on alternative performance management models, develop a new methodology, and refine it based on continuous feedback.
- Piloting Programme: Identify and collaborate with organizations willing to participate in pilot programs to test the effectiveness of the redefined performance management approach. Develop case studies and lessons learned
- HR Congress HR Strategy track: Facilitate introduction and collaborative refinement of the manifesto draft within the "HR Strategy" conference track. Ultimate goal is to produce a communiqué that will be endorsed by all congress participants at the end of the summit
Project Collaborators
Join The Project
Can you join our growing coalition?
Absolutely yes! We invite all individuals with substantial expertise in HR, performance management, and/or organizational development to be part of this transformative journey. If on top of that you possess an innovative mindset, a collaborative approach, and a willingness to explore new ideas, you are most welcome to join our project team and be a driving force in reshaping the future of performance management!
For all interested individuals and further information: please just send us a note at info@leadershipsociety.world
Building a new management model
From Agile to Excellence (Manifesto Launch Presentation at the HR World Congress)
Academic Resources
Practitioner Resources
Selected essays from our blog