Performance management at circle and individual levels
Performance management at circle and individual levels
Since June 2018, we are starting to use the leapsome online platform for performance management both at circle and individual levels. Ask HR admin procedures role if you need access. In our self managed system, performance management has specific structures and processes.
Circle level
Self-set goals
During each quarterly meeting, the circle members define the circles' quarterly objectives. These need to be specific and concrete and are visible on leapsome. The objectives are ranked, the first one being the most important one. The leadlink is responsible for making sure that the sum of individual quarterly objectives allows the circle to reach its quarterly objectives.
Transparency on advancement
Each circle has a trello board to make visible and organize the tasks needed to be done in order to reach its goals. All employees can access and view these boards. During the bi-monthly tacticals, each circle give an intermediate report throught the 3 highlights and 1 ooops. During the quarterly, each circle gives a final report on whether the quarterly goals were reached or not and why.
Importance of outside feedback
Circles rely on individual candid feedback to make sure the goals make sense, are clear enough, and also to make sure they are holding the commitments made. During the bi-monthlies and the quarterlies there is space to give feedback and of course it is also possible to give feedback in between if someone feels it is important to do so. Here you find some guidelines on how to give feedback.
Annual feedback
At end of the year reflexion day, each circle sits in the center and receives both constructive and positive feedback on its contribution in the past year.
Individual level
Self-set goals
Each person sets his/her own quarterly goals on leapsome, in alignment with circle quarterly goals. The personal objectives are also ranked, the first one being the most important one. Each person is then free to set (bi-)monthly goals or simply tasks to reach the goals.
During the integration period, the newbie will normally have shorter term objectives (weekly/monthly) to insure the integration is well structured.
Importance of feedback, both positive and constructive
Because feedback is so important to our working culture and it is sometimes difficult to give feedback to someone who is far away, we have started using leapsome to give feedback to each other. This means you can give feedback to anyone, any time! Again, here you find some guidelines on how to give feedback.
More formally:
The 1:1 sessions have a space to give feedback, use it!
The annual evaluation are more beautiful spaces to have offer in depth feedback and have an open conversation about each others' strengths and growth areas.
Feel like the entire team should do a feedback session : propose it at a quarterly or workend!!!
What if I feel someone is under performing?
If you feel someone is underperforming, it is key to adopt a green zone attitude and address it. The first step is sharing directly with the person your impressions, in order to check your assumptions and understand the other person's point of view. If, after this discussion, you still feel the person if underperfoming, then you should inform the leadlink so that he/she can find a solution.
In case the situation persists, a dismissal might need to be considered, please check out the appropriate chapter.
Annual evaluation
The annual evaluation is the opportunity to look back at the past year and explore what you acheived and how you performed, in euforic general competencies and in your roles. One or two collegues will give you written feedback and participate in an oral discussion with you, take advantage of their insights! You will also have time to reflect and share upon how you want to evolve in the next year, to unleash more of your unique potential and to contribute to euforia.
Annual development goals
During the first strategic quarterly of the year (January), each person reflects upon his/her desire to develop and establishes a personal development plan for the year. In 2018, it comprised of:
3 things I already do well and I want to keep doing/offering euforia
3 things I want to improve in
Training/wellbeing budget
As mentionned in this chapter, each employee receives a yearly amount that can be used freely to support his/her professional development OR wellbeing. In case you are looking for ideas of training to follow, you can look at training opportunities overview. Dont hesitate to add new ones in! Informal conversations with collegues or the 1:1s are also good spaces to discuss what you want to do.
Support from talent development role
In case you have a specific talent development related need, feel free to request support from the talent development role in Heartbeat. You can obtain support in many areas, such as:
mediation/conflict resolution
support with dealing with a difficult situation
stress management
personal organization in a self-managed environment
applying Getting Things Done methodology
life-work balance
improving self-management in my circle
how to manage/support interns or employees with small percentages so that their flourish
how to give difficult feedback
principles for "managing" people
how to manage change
how to hold effective and efficient meetings
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