Trecho retirado de "Reviewing the Annual Review" publicado no WSJ do passado dia 30 de Abril:
"For millions, the annual performance review is akin to going to a bad dentist: Before you go, you dread it; while you're there, it's painful; after it's done, nothing's fixed. Gartner data shows that 81% of companies are considering redesigning their performance-management systems with the addition of more frequent "touchpoints."...The failings of the annual performance review fall into three broad buckets:They are too infrequent. They are dehumanizing. They are irrelevant to real-world performance."
Como auditor vejo muitos sistemas de gestão com indicadores irrelevantes e medidos de forma demasiado infrequente.
Em linha com o que li num outro artigo, "With Goals, FAST Beats SMART", publicado no MIT Sloan Management Review:
"To execute strategy, leaders must set ambitious targets, translate them into specific metrics and milestones, make them transparent throughout the organization, and discuss progress frequently.
...
When it comes to setting goals, most managers follow a well-established set of practices. They hold one-on-one meetings with their subordinates to set goals, and then they review performance against those objectives at year end and link their appraisal to promotion and bonus decisions. These same managers aspire to make their goals SMART, by ensuring they are specific, measurable, achievable, realistic, and time-bound.
...
We found that four core principles underpin effective goal systems, and we summarize these elements with the acronym FAST. (See "Make Goals FAST, Not SMART.") Goals should be embedded in frequent discussions; ambitious in scope; measured by specific metrics and milestones; and transparent for everyone in the organization to see.
"When we ask managers how often they look at their goals, most say twice per year once when they set their objectives and again when they write up their performance selfappraisal.
...
Even the most finely crafted objectives will have little impact if they are filed away for 363 days of the year. To drive strategy execution, goals should serve as a framework that guides key decisions and activities throughout the year. One way to make goals more relevant is to set them quarterly rather than annually quadrupling the number of times teams evaluate progress, discuss unexpected challenges, and make real-time adjustments."
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