Regardless of the extent of change, many of these organizations are looking to
capture a more comprehensive view of practitioner performance. Some believe
giving project managers targeted feedback more frequently creates more opportunities to improve their performance, says Mateus P. Figueira, PMP, human
resources operations manager at Merck Group, Rio de Janeiro, Brazil.
“In today’s fast-paced environment, one year is far too long to wait to give
feedback, assess performance and take actions to develop the growth of employees,” he says.
;e research supports his claim. Bersin by Deloitte found that organizations
where employees review their personal goals at least quarterly were nearly four
times more likely to score at the top of its Total Performance Index, a scale scoring organizations on 12 variables including hiring the best people and developing great leaders and employees.
FROM ALL ANGLES
Mr. Figueira incorporates 360-degree evaluations on performance
management programs to capture a more holistic perspective of
the role each practitioner plays on a project, he says. ;ese assessments solicit feedback from the project manager, individual team
members and key stakeholders at each stage of the project.
“Whenever we reach a key milestone, the entire team gets
together to determine who or what was responsible for decisions
that impacted the project’s outcome,” Mr. Figueira says. “We develop
a list of root causes that can be traced back to the individual, and all of
that information gets factored into the employee’s evaluation.”
Adobe Systems uses a series of informal “check-ins” to improve
performance from the ground up and to help encourage continuous
feedback between employees and their supervisors that can be tailored
based on the preferred working style. Project managers use these
meetings to address performance issues that help team members
stay on track. If engineering is on a schedule of eight-week devel-
opment sprints, for instance, project managers might decide to
hold check-ins every eight weeks.
Adobe’s check-in system is particularly well suited to
evaluate the performance of project managers, who must
be able to e;ectively foster communication between cross-functional teams, says Je; Vijungco, vice president of
Adobe’s Global Talent organization, San Francisco, California, USA. “Project managers have
a unique role that requires them to set
clear expectations on each individual’s
Nearly nine out of every 10 organizations have recently
changed their performance management process or plan to
change it within the next 18 months. Some organizations
have eliminated conventional performance reviews.
one year is far
too long to
wait to give
—Mateus P. Figueira, PMP,
Merck Group, Rio de