Comments on: Professor Channels Dr. Deming and Writes "Get Rid of the Annual Review" http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/ Mark Graban's leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System Fri, 10 Feb 2012 10:01:31 +0000 hourly 1 http://wordpress.org/?v=3.3.1 By: Podcast #117 – Samuel A. Culbert, “Get Rid of the Performance Review!” — Lean Blog http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-20020 Podcast #117 – Samuel A. Culbert, “Get Rid of the Performance Review!” — Lean Blog Tue, 05 Apr 2011 09:01:30 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-20020 [...] Professor Channels Dr. Deming and Writes “Get Rid of the Annual Review” [...] [...] Professor Channels Dr. Deming and Writes “Get Rid of the Annual Review” [...]

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]]> By: Interview Today with Prof. Samuel Culbert – Questions on Annual Reviews? — Lean Blog http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-19800 Interview Today with Prof. Samuel Culbert – Questions on Annual Reviews? — Lean Blog Fri, 25 Mar 2011 11:22:07 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-19800 [...] Professor Channels Dr. Deming and Writes “Get Rid of the Annual Review” [...] [...] Professor Channels Dr. Deming and Writes “Get Rid of the Annual Review” [...]

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]]> By: Encouraging project commitment as a department manager « Nick Oostvogels’s Weblog http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-12435 Encouraging project commitment as a department manager « Nick Oostvogels’s Weblog Thu, 26 Aug 2010 19:39:10 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-12435 [...] Esther Derby Amish performance reviews – Dave Nicolette Performance reviews banished - InfoQ Professor Channels Dr. Deming and Writes “Get Rid of the Annual Review” - [...] [...] Esther Derby Amish performance reviews – Dave Nicolette Performance reviews banished - InfoQ Professor Channels Dr. Deming and Writes “Get Rid of the Annual Review” - [...]

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]]> By: New Book Gives Negative Review to Performance Reviews — Lean Blog http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-10108 New Book Gives Negative Review to Performance Reviews — Lean Blog Tue, 25 May 2010 09:02:19 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-10108 [...] I haven’t read it yet, but the author of the book, Samuel A. Culbert, wrote an essay in the WSJ in 2008 titled “Get Rid of the Performance Review!” and I blogged about it here. [...] [...] I haven’t read it yet, but the author of the book, Samuel A. Culbert, wrote an essay in the WSJ in 2008 titled “Get Rid of the Performance Review!” and I blogged about it here. [...]

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]]> By: Mark Graban http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-4105 Mark Graban Wed, 22 Oct 2008 20:01:00 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-4105 glanger had a nice blog post on this here:<br/><br/><a HREF="http://manufacturingintelligence.blogspot.com/2008/10/death-to-performance-review.html" REL="nofollow">LINK</a> glanger had a nice blog post on this here:

LINK

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]]> By: Anonymous http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-4104 Anonymous Wed, 22 Oct 2008 15:26:00 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-4104 All data has influences. Knowing what those were/are help me be successful.<br/><br/>Recovery plan during huge upswing?<br/>Root cause of huge upswing? Corrective action?<br/><br/>My data may look bad, but an action plan is in place and another reason to look forward to more challenges.<br/><br/>I won't work somewhere I don't like. The numbering scheme is BS, and I've gotten those lines too, but why choose to hear the bad whent here is so much good? I've always been confused by people who take that path. All data has influences. Knowing what those were/are help me be successful.

Recovery plan during huge upswing?
Root cause of huge upswing? Corrective action?

My data may look bad, but an action plan is in place and another reason to look forward to more challenges.

I won’t work somewhere I don’t like. The numbering scheme is BS, and I’ve gotten those lines too, but why choose to hear the bad whent here is so much good? I’ve always been confused by people who take that path.

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]]> By: Neutron Jerk http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-4103 Neutron Jerk Wed, 22 Oct 2008 15:18:00 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-4103 To the purchasing guy -- I think it's rare when any one person's job is *that* isolated that their performance is solely based on their own work.<br/><br/>What if a purchasing guy is impacted by a huge upswing in sales that wasn't forecasted? If you have to rush a bunch of parts in, you might have to pay more and that hurts your cost measures, even though it's not your fault, right?<br/><br/>No individual is an island in an organization. Why do we measure people that way??<br/><br/>Another issue I'll bring up on annual reviews (that I'm surprised the prof didn't bring up) is forced distributions. On a 1 to 10 scale "you get a 7... you should feel good, nobody ever gets a 9 or a 10." Those bullshit games are designed to do what? Keep people feeling bad so they don't dare go test the open job market? To the purchasing guy — I think it’s rare when any one person’s job is *that* isolated that their performance is solely based on their own work.

What if a purchasing guy is impacted by a huge upswing in sales that wasn’t forecasted? If you have to rush a bunch of parts in, you might have to pay more and that hurts your cost measures, even though it’s not your fault, right?

No individual is an island in an organization. Why do we measure people that way??

Another issue I’ll bring up on annual reviews (that I’m surprised the prof didn’t bring up) is forced distributions. On a 1 to 10 scale “you get a 7… you should feel good, nobody ever gets a 9 or a 10.” Those bullshit games are designed to do what? Keep people feeling bad so they don’t dare go test the open job market?

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]]> By: Anonymous http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-4102 Anonymous Wed, 22 Oct 2008 15:01:00 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-4102 When I was what I can an "athlete", I was a purchasing agent.<br/><br/>My performace could be easily recorded, daily, by occurence or by project completion(once the tools and system were set up). Examples are (were) the number of part shortages my department experienced, the amount of positive purchase price variance vs. negative variance I realized, reduction in poor quality materials, COQ realized in supplier improvement projects, and the like. <br/><br/>Honestly, it doesn't take much time at all. If a project or activity can't have measurable results, then it shouldn't be done. If it does have measurable results, then I go in knowing the score to begin with, and my goal. Comparing, contrasting, and recording progress tells me if my actions are the right ones, and in the end have demonstratable gain.<br/><br/>Not hard. For me, it is a matter of keeping up with it. <br/><br/>Agree about the continous feedback. Unfortunately, continous feedback requires more managerial courage than annual reviews, because it is stigmatized as micro-managing. Changing cultures into one that encourage employees to create and presaent data to show their worth, and that make employees (and managers) open to continous feedabck loops is the way to go, but difficult in several different respects. When I was what I can an “athlete”, I was a purchasing agent.

My performace could be easily recorded, daily, by occurence or by project completion(once the tools and system were set up). Examples are (were) the number of part shortages my department experienced, the amount of positive purchase price variance vs. negative variance I realized, reduction in poor quality materials, COQ realized in supplier improvement projects, and the like.

Honestly, it doesn’t take much time at all. If a project or activity can’t have measurable results, then it shouldn’t be done. If it does have measurable results, then I go in knowing the score to begin with, and my goal. Comparing, contrasting, and recording progress tells me if my actions are the right ones, and in the end have demonstratable gain.

Not hard. For me, it is a matter of keeping up with it.

Agree about the continous feedback. Unfortunately, continous feedback requires more managerial courage than annual reviews, because it is stigmatized as micro-managing. Changing cultures into one that encourage employees to create and presaent data to show their worth, and that make employees (and managers) open to continous feedabck loops is the way to go, but difficult in several different respects.

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]]> By: Anonymous http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-4101 Anonymous Wed, 22 Oct 2008 14:37:00 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-4101 Anon, what do you mean by you're an "athlete" in the company?? I think you're in the minority in looking forward to reviews. How much time do you spend gathering data and creating a positive perception of your performance instead of focusing on value added work and customer needs? It seems like all of the batched up annual review prep (on both sides of the manager/employee relationship) is either "muda" or it's waste in that it's only done in one huge batch instead of a continuous feedback throughout the year. Anon, what do you mean by you’re an “athlete” in the company?? I think you’re in the minority in looking forward to reviews. How much time do you spend gathering data and creating a positive perception of your performance instead of focusing on value added work and customer needs? It seems like all of the batched up annual review prep (on both sides of the manager/employee relationship) is either “muda” or it’s waste in that it’s only done in one huge batch instead of a continuous feedback throughout the year.

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]]> By: Anonymous http://www.leanblog.org/2008/10/professor-channels-w-edwards-deming-and/#comment-4100 Anonymous Wed, 22 Oct 2008 14:33:00 +0000 http://leanblog.bigbigdesign.net/2008/10/professor-channels-dr-deming-and-writes-get-rid-of-the-annual-review/#comment-4100 I looked forward to performance reviews as an athlete in the company, and now as a manager, the same.<br/><br/>As an athlete, I was able to present data on my production during the year, and hear constructive feedback. Subjective or not, it si a perception, and if I am going to be the best I can be, I produce data driven and "data-backable" results while at the same time addressing the human side of employment, perception, be it right or wrong.<br/><br/>As a manager, I get an opportunity to allow my reports to set goals for themselves, present their work results in tangible forms, and set goals for them going in to the future.<br/><br/>Seeing the negative just seems like to much work to me. In my experience, the best workers go out of a review having presented their case, and being fully ready to work on the constructive feedback. Folks who see any type of reasonable constructive feedback as an opportunity for resentment need to be put in a position that will allow them to evidence the resentment, so that it may be addressed. I looked forward to performance reviews as an athlete in the company, and now as a manager, the same.

As an athlete, I was able to present data on my production during the year, and hear constructive feedback. Subjective or not, it si a perception, and if I am going to be the best I can be, I produce data driven and “data-backable” results while at the same time addressing the human side of employment, perception, be it right or wrong.

As a manager, I get an opportunity to allow my reports to set goals for themselves, present their work results in tangible forms, and set goals for them going in to the future.

Seeing the negative just seems like to much work to me. In my experience, the best workers go out of a review having presented their case, and being fully ready to work on the constructive feedback. Folks who see any type of reasonable constructive feedback as an opportunity for resentment need to be put in a position that will allow them to evidence the resentment, so that it may be addressed.

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