We have engineered the individual performance process increasingly finely over the last ten years, and each new advance in technology helps cut it even finer. It’s time to look at how much value this activity is creating?
While I’m not aware of a study that has looked at this issue in depth. The anecdotal evidence is not positive. By all accounts, we have decreased workforce morale and engagement and focused excessively on individuals rather than teams. At the same time, in today’s world, most important work is done in teams and team performance has become the important metric to follow http://blogs.hbr.org/hmu/2013/08/how-to-reward-your-stellar-tea.html. In fact, high performing individuals on weakly performing teams can pose a significant business risk.
So, how can this issue be addressed. The best approach is to use existing the existing performance management process embedded with team vs, individual metrics. And, these metrics should be set, at least in significant part, by the team itself.This should be buttressed by stressing competencies such as teamwork and collaboration in the performance process.
In addition, developmental opportunities should be given to individuals who perform strongly on high performing teams. This includes future promotions and team assignments for these individuals, who are the true HIPOS. These are the most critical rewards that motivate people and they do not require a rework of the compensation process.
Repeatedly, we’ve stressed an integrated approach to talent management anchored by a Career Development Center. The Center is the perfect place to embed the demonstration of team-based accomplishments and behaviors.
It then becomes the focal point for developing leaders, growing talent and shaping culture.
