Turn to my discussion topic on Agile China Open Space-how to motivate and use performance appraisal?

From: http://www.cnblogs.com/CaiAbin/archive/2010/10/15/1852613.html

The fifth agile China conference was just concluded and 14 lectures were given in two days (because there were two breakout sessions every afternoon and eight lectures were not heard, I was deeply impressed by Mary's making change happen and making change stick, Jean tabaka's 12 successful modes of Agile application, and Yang Luyu's large-scale enterprise application. system agile demand management, other speeches are also commendable, especially the last Alan Atlas Case Study on Amazon agile transformation I heard today. I was still thinking about the last one. Everyone was tired, alan seems to have a poor appearance, and there will be a lot of people walking halfway. I didn't expect this old man to be funny and humorous. In the PPT, he also showed a picture of his smoking. It's really cool. As a result, he had the most laughter, and some people were screaming to show support. Good old man.

Yesterday's speech process is the same as today's speech. I only had an open space in the evening. I don't know if there were any similar activities in Agile China. Anyway, it was my first time and I felt very good, here is a brief introduction.

The open space is said to be a classic method of thought works. At the beginning of the activity, we formed a circle. The host introduced seven market places, that is, seven corners of the hall, each market place will have two free discussions (divided into two time periods and one hour), so there will be 14 topics, and the topic is not yet determined, there are 14 papers in the center of the venue. Anyone who wants to initiate a discussion can pick up the paper, write down the topic they want to discuss, and select a market place. After 14 topics are confirmed, you can freely discuss them in any market place. There are several principles, which are not quite complete. Generally speaking, the discussion can start at any time and end at any time. You can run the question and anyone can leave or change the venue at any time.

One of my colleagues asked me a question when I left Shanghai and went to Beijing. Let me ask you at the meeting. His question is as follows:

"Do I need to use performance to motivate team members in an agile team? If so, what experience is there? If you don't want to, what other incentives do you have, especially those with low enthusiasm for the team ?"

So I grabbed a piece of paper and wrote it as the topic for the first period of market place on the 9th. This articleArticleI will mainly recall and record the discussion on this topic at that time. As a result of the discussion encouragement, I have no on-site record and rely entirely on memories, so it may not be too comprehensive.

I just wrote this question to the white panel of market place No. 5. A Mr. H came over and talked to me. Later, during an hour's discussion, the Mr. H and Mr. W from thoughtworks are the protagonists. Of course there are many other voices. By the way, I feel like Mr. H is a good start in his company.

Mr. H initially had a negative opinion on "Performance Appraisal. He believes thatPerformance appraisal cannot be fair. Even if managers do their best to be fair, those members will always feel unfair.. After learning that I am from Shanghai, he said,Shanghai is similar to Beijing. It is difficult to use "Performance Appraisal" to motivate the 80 s who have not been working for the house, because these people are still at the lowest level of Maslow's needs, what they care about most is money, no matter what good things the company uses to motivate him, as long as there are other companies with higher salaries, he usually chooses to change jobs. On the contrary, for employees with long working life and stable life, they care more about self-achievement.

To be honest, I have been a developer for a long time. I seldom think about this problem. Mr. H's remarks link incentive with Maslow's hierarchy of needs, which is fresh to me.

When talking about this, Mr. W of thoughtworks also joined, and some others. According to Mr. H's ideas,The key is whether the company's expectations can match the individual's expectations. If their values can overlap, the individual will stay in order to realize their own values.

I have long admired thoughtworks, especially its culture. I asked him: So this is my personal identity with the company culture? He nodded and agreed, and further elaborated: A company, which has drivers from customers and competitors, is driven by these drivers to survive, naturally, some special things need to be formed, and these things will gradually form a culture.

Next, people around us will discuss the "company culture" and form a consensus:Company culture is the best incentive for team members.Because culture is not virtual, it is embodied in everyone in the company. These people can become the embodiment of the company culture and demonstrate their recognition of the company culture or values, so their daily work is realizing the value of the company while also realizing the personal value-this is undoubtedly the biggest incentive.

Following the corporate culture issues, Mr. H mentioned"Last elimination"He believes that after a company forms its culture, those who do not recognize the company culture will naturally go. Someone (as if W) mentioned the question of "how to build a company culture "."Least Resistance Theory"The water always flows to the lowest places and the least resistance, so the leadership should focus on building an environment that minimizes the resistance everyone encounters on their way to the company's values.

The discussions in the first half basically focus on "Corporate Culture" and "incentives. In the second half, we still return to the "Performance Appraisal" topic. After all, we think it is not the best incentive method, but it still exists in many companies.A buddy talked about their company's practices.: After each sprint introduction, the internal evaluation is performed, that is, the 360-degree score. The scores obtained from this kind of personal evaluation will account for 30% of the salary increase, the performance of the entire team will account for 70% of the team members' salary increase.

This reminds me of one of the obstacles in reading the article "Top Ten organizational obstacles": individual performance evaluation and reward, which is a bit confusing. Why does performance appraisal become impediment? Just askDaniel Teng, his answer is: because the performance appraisal of individuals will make many Members feel unfair, at the same time as activate, deactivate has many others (this is also the opinion of Mr. h during the discussion yesterday). Therefore, the agile team should conduct performance appraisal for the team, then, the team will be given a salary increase, which is specific to everyone. Let the team decide on its own.I wonder if the buddy company's practice is based on the same philosophy as Daniel. I personally agree with Daniel, and his answer also confirms the principle that in Agile, the smallest unit is the team.

I mentioned the idea of "performance appraisal for teams rather than individuals", which did not have a lot of repercussions. Instead, another new member of the group said:The best way to motivate is performance appraisal, which is money!This caused H and W to repeat some conclusions of the first half. Another guy from Alibaba also appeared to refute him, saying that many of their companies have a sense of responsibility and their software serves the society, so just give him money that makes him feel fair.It inspires him to be a culture, a sense of responsibility, rather than money.. We all laughed at him in good faith and he was brainwashed by Mr. Ma. But in the White Paper, "company culture" is brainwashed, but brainwashed here is no longer a derogatory term.

Then I asked Mr. W from thoughtworks, how did their company punish people? He said that with 360-level assessment, since their consultants are one project after another, 360 assessment takes place at the end of each project, however, the company will not punish a person for poor assessment indicators in a project, but will assess several projects in succession. If some of these projects have not been improved, this is the time to punish, so the company is still veryThe improvement of a person.

well, the record may not be accurate or detailed, but it should be enough for people interested in this to think about and further discuss. By the way, during the second period, I went to a thoughtworks buddy to discuss the leadership topic and benefited a lot. Unfortunately, I didn't take a camera and did not take a picture of what I wrote on the whiteboard. The discussion on the other 12 topics (two of them are agile games) is also very good. We look forward to those initiators writing blogs to share them.