Articles
Compensation and bonuses are still used as predominant way to incentivize and recognize people. However, Lean | Agile Enterprises avoid individual cash incentives that are so toxic for their teams and instead move to more meaningful ways of reward and appreciation, that acknowledge the fact that people are driven by mastery, autonomy, and purpose. They
Employee appraisals are undoubtedly the most scrutinized (and possibly least effective) HR tool. Lean | Agile Enterprises eliminate annual reviews and push the reset button on traditional Performance Management by shifting to an Iterative Performance Flow. Thereby (re-)optimizing the system for optimal cadence, alignment, responsiveness, and growth while decoupling it from other HR instruments.
Hiring in a Lean | Agile Enterprise is no longer about simply finding people with the right technical skills, but the ones who can match expertise with abilities to thrive in self-organizing responsive teams. Their Talent Acquisition is a team-based approach and a dedicated HR team not only support a hiring and onboarding process in
Passionate and dedicated people are highly engaged; and engagement has never been more imperative to business success than in the knowledge economy that marks the digital age. Lean | Agile Enterprises understand the power of inspiring people and the abilities of collaborative empowered teams. They set the stage for their employees to thrive and continuously
Intrinsically motivated people are the real driving force behind Lean | Agile Enterprises. Their drive and desire to make a difference builds the foundation for the new talent contract. The ensuing power shift will give Agile people a voice in shaping the way their organization, leaders, and HR interacts with them – not only when
Lean | Agile has evolved as the predominant, most effective way of working in today’s turbulent times. And while Lean | Agile actively addresses critical aspects of Human Resources (HR) like engagement and performance; it also highlights the disconnect of traditional HR practices in the digital age. It is time for HR to embrace the
Organizations misleadingly believe that their Performance Management will miraculously separate your people into groups and reward the stars and deal with the low performers. They might even apply forced rankings to guarantee an adequate separation between the two. Stop pretending! You don’t need annual reviews to know who your players. Accept that handling (poor) performance
Companies excel at calculating ratings. They judge, force rank, provide infrequent and limited feedback and assess outdated, obsolete, and irrelevant goals. And then wonder why appraisals are so despised! Forget performance ratings and annual appraisals. Instead create a culture of mutual respect where candid dialogues, continuous feedback, knowledge sharing and learning is an integral part
Due to the industrial era belief that money is the strongest (and only effective) motivator for employees, traditional Performance Management approaches are strongly linked to cash incentives. But ever since Daniel Pink’s “Drive” (and decades of scientific studies) we know, that 21st century knowledge workers are in fact intrinsically motivated and driven by mastery, autonomy
Companies must constantly evolve to meet new challenges and opportunities. Learning and development is a key part to that equation – not only on a personal but also an enterprise level. You must provide the time and space for people to inspect and adapt in order to create a learning culture that is supported by
