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"The Kapta team has been conducting detailed interviews with Human Resources leaders and managers in our target market: organizations with fewer than 500 employees. We have interviewed over 100 HR vice presidents, directors, and managers in the following locations: Colorado, California, New York, Massachusetts, Georgia, North Carolina, Pennsylvania, and Maryland. Globally, we have spoken with HR professionals in the UK, Germany, Egypt, Austria, Hong Kong, Singapore, South Africa, Israel and India. "
"Salesforce.com had originally said Rypple's software would be rebranded as Successforce, in a seeming jab at SAP, but those plans have changed. It will now be marketed as Salesforce Rypple. In a statement, Salesforce.com said it decided to keep the Rypple brand name due to its ample supply of "goodwill and equity.""
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Rypple's approach to employee performance tracking does away with the notion of periodic reviews, instead applying a social networking milieu that allows co-workers as well as managers to give feedback and recognition for jobs well done on an ongoing basis.
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Meanwhile, the Chatter integration with Rypple allows users to create special "badges" denoting special achievements and then post them into Chatter conversation feeds for others to see and comment upon, according to Salesforce.com.
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"we had a few moments to talk about her topic of revising how organizations and employees look at performance management. In particular, how we keep a record of what we actually do over a year of work, and get feedback on our efforts from those we engage in our work."
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Ms. Wilson was careful to distinguish keeping a record of what we do versus the annual or semi-annual performance reviews with management. The latter usually results in recordkeeping just for the sake of maintaining a system of record, but is rarely used. Instead what we were discussing is storing collective knowledge about the particulars of any project or task so that we as employees may refer to it for our own, or even shared recall of activities.
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Observable work is a practice to turn what we do in our daily tasks actions, knowledge and insight into recorded information that we can lookup or reuse later if we need to, or in the case of social business be able to share this view of our work with others of our choosing.
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Supporting my points about design and engagement in my previous post, the group noted that “the ‘ideal’ system and process still will have to be designed, and accepted”. These are some of the suggestions for improving performance management made within the article:
* Cascading goals vertically but probably horizontally as well
* Not using a forced distribution
* Being based on the organisation’s needs and, where possible, on each employees’ strengths
* Being employee driven
* Being fast and frequent
* Involving the entire community
* Being web based
* Being unique – not copying another organisation’s process.
The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.
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This is the challenge for Management 2.0: reorienting management from compliance to creativity, from flogging efficiencies out of existing resources to generating new ones, from zero-sum to positive-sum by recognising, as Hamel says, the commonsense proposition that in the long term the corporation can only prosper if employees, suppliers, the community and indeed the planet do too.
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First, many of the 'grand challenges' put forward in the discussions - the need for companies to articulate a purpose beyond making money (a conference near-consensus), distributed leadership and strategy- making, the fostering of community and citizenship, building trust - are not new at all. It's more that they have been driven to the periphery of management concerns by the treadmill of Management 1.0.
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