According to Gallup, only 14% of employees agree that performance reviews inspire them to improve.
Out with the old, in with the new.
Traditional performance management systems in many organisations do more harm than good. They simply do not work. Countless hours of energy and loads of money have gone into the performance management conundrum, but few deliver and innovation is scarce. By simplifying our efforts and maximising our impact we go from good to great! And we don’t mean moving to a digital process in an HR system.
We mean having purposeful conversations where people can openly and freely discuss progress, needs, and aspirations, builds trust and creates psychological safety
Providing leaders with easy to use solutions, an agile system, and the tools to coach and mentor is the point of difference that Coach. purposeful conversations delivers.
By engaging in meaningful dialogue, that is strengths and future focused, leaders are shaping leaders of the future.
The case for change
92%
of organisations believe performance management and career development is important
80%
of employees prefer immediate feedback rather than waiting for periodic reviews
69%
of employees say traditional performance reviews have no impact on their performance
82%
of employees think the quality of the feedback they receive should improve
95%
of HR leads admit they are not satisfied with traditional performance reviews and there is a need for improvement
Source: McKinsey, Gallup, Deloitte, AIHRRead the research that started it all.
The PWC report from 2015 that started it all. This is what inspired us to chuck out the old and do something new all these years ago. The evolution of the something new is Coach. Purposeful Conversations.
On the back of the PWC report in Australia, and the earlier global studies, we were further inspired by ongoing commentary including this article from HBR in 2016.
Marnie Brokenshire wrote this article in 2022 which advances the idea that businesses need to evolve from traditional performance reviews and offers alternative thinking.
In this book, Dr Christopher D Lee consolidates the research that appraisals don’t work and propositions the idea of a conversation based system to move away from appraisals.
The development model
Michael Lombardo and Robert Eicinger, in their 1996 book The Career Architect Development Planner expressed their rationale behind the 70:20:10 model in the following way:
“Development generally begins with a realisation of current or future need and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing or not being up to a task – in other words, from experience. The odds are that development will be about 70% from on-the-job experiences – working on tasks and problems; about 20% from feedback and working around good and bad examples of the need; and 10% from courses and reading.”
The development cards in the card deck provide workable, practical solutions to facilitate a purposeful conversation regarding career development or to improve performance overall.
Using the 70/20/10 model, each of the 5 categories of question cards has corresponding development cards with suggestions for growth via experience, exposure and education. Access to additional development resources are offered when you implement the tool.
