Finally! Performance Assessment That Works Big Five Performance Management eBook Roger Ferguson
Download As PDF : Finally! Performance Assessment That Works Big Five Performance Management eBook Roger Ferguson 
Admit it, we all hate annual performance appraisals, and with good reason.
• Over 85% of companies say that their current performance management processes are only "moderately effective."
• Only 50% of employees believe that their managers provide them with honest feedback that actually improves their job performance.
• Managers spend, on average, 400 hours per year on the process! The return-on-investment for that time is very low. Most participate in the process "because the Human Resources department requires it."
So why do we continue, year after year, with this outdated, tedious, and questionable process? Probably because we have not had any better alternative... until now!
Roger Ferguson, a human resources and operations professional with more than thirty years of experience in Fortune 500 companies, has created Big Five Performance Management, a commonsense alternative. Big Five creates better accountability than traditional annual performance appraisal, requires less time, and is actually embraced by managers and their employees. Big Five is born from the sales culture where it is said that good salespeople are “born on Monday and die on Friday.” That means that good salespeople are 100 percent accountable for positive, documented, successful efforts on a weekly basis, creating a culture of ongoing accountability and demonstrated performance. Human Resources can learn a lot from sales; Big Five tells us how.
This innovative process, tested in multiple corporate environments for the past fifteen years, is presented here for the first time in a conversational, easy-to-read style, and is not just limited to human resources professionals or upper-level management. It is for the rank-and-file employee who may not know how to prioritize their work; calculate the value they bring to their organization; or communicate that value to their management. It is for frontline supervisors and managers who struggle to effectively align the efforts of their team members; are not always comfortable with confrontation when coaching employees; and dread the thought of having to prepare one more round of annual performance appraisals. It is for companies and organizations looking to build a more effective, accountable, and inspired workplace by improving processes and eliminating waste. Finally, performance assessment that works!
"Big Five is the coolest thing to hit Human Resources since Covey and his Seven Habits!"
-Doug Thorpe, Solomon-Edwards
"The best 100 pages you will ever read on the subject of performance appraisal! Big Five is an absolute game-changer."
- Rick Gillis- Author, Consultant, Speaker
"I installed Big Five in our business and was amazed at how quickly my teams embraced it. Most of us have never questioned HR on the value or validity of the traditional process. We should have! Big Five provides us with more and better data; data that actually helps me run my business more effectively. “
-Cathy Penland, General Manager, Houston home builder
Finally! Performance Assessment That Works Big Five Performance Management eBook Roger Ferguson
I give 3 stars to the book because I find it brave, in the sense that it has the courage to find a new way of dealing with Performance Management. It's true. The annual cycle is normally heavy, often not consistent and in some cases not fair. The process presented has in my opinion some strenghts. It "forces" employees and manager to meet more and have regular discussions; it makes employees more accountable; and, something not mentioned in the book, you save a lot of money by getting rid of the IT system normally used for managing PM process.Nevetheless, I find the Big 5 process weak in several aspects, or at least they were not adressed in the book.
How do you cascade corporate objectives/strategy to the employee level? It seems that it is the employee himself/herself responsible for writing the objectives, and the line manager for evaluating them. So, if you don't have a competent manager who is making sure that the objectives are aligned with the corporate strategy, and this for all the managers in the organization, we have a risky disalignement: the employee is working hard for something that does not have an impact! In the traditional system this is done at the beginning of the cycle. It s heavy but necessary.
Don't you calibrate employees? Again it seems that the priorities/accomplishments circle stays between the manager and the employee. In traditional systems during the year-end phase employees are evaluated by the managers, but also calibrated against their peers to have a more accurate/consistent overall evaluation.
Isn't any feedback gathered from colleagues, other managers, external partners? This is important to have a bigger picture of the employee performance/behaviours.
If you embed all these necessary (in my opinion) aspects into the big 5, you make the process even heavier than the traditional process. If you don't make the process too discretional, less accurate and less fair.
I don't find fair the solution proposed for linking performance and compensation, basically a no-solution using the argument "it does no worrk in traditional systems, so let's give the same amount to every one, and leave at the discretion of the manager to give the additional 1%". This means that you have a merit scheme completely not based on the performance. I also find risky for the engagement of the employees. Those who perform better, should get a higher calibrated rating, be rewarded more, and be formally recognised (a non monetary reward).
In summary, I see the big 5 working in either small companies, where the company objectives are known to everyone and everything is shared, like in small sales office, or in a very mature organization, where employees are accountable, managers are leaders and coachers, and where trust and fairness are values embedded in the culture.
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Finally! Performance Assessment That Works Big Five Performance Management eBook Roger Ferguson Reviews
This book was very helpful to me as a manager of a small office. The year end reviews and 360 reviews we have conducted are somewhat helpful but we needed some format to follow that allowed me to give more frequent coaching. The "Big Five" is helping me and our team get focused each month. If it has helped us my guess is it can help you too.
Excellent, we are implementing the system at my college
As I have been in many performance assessments over the years, I found myself relating (and, at times, laughing to myself) to many of the examples Mr. Ferguson has put forward and thinking that there must be a better way. This system is both flexible and easily implemented into current Human Resources systems. I found the sections relating to mangers to be especially intriguing and relevant. Mr. Ferguson's has a down-to-earth style and this book should be required reading for any company employees responsible for implementing performance appraisal policy. An excellent and insightful book!
I used a similar concept for many projects I worked on. At the end of each week, I hand delivered a one page bulleted summary to the client's top manager; simply listing the 5 most important items accomplished that week and the 5 most important items planned for the following week. The client's loved it. It was separate from any project report or 'printout'. It was personal and timely with inherent direct accountability. The receiving manager could confidently walk into their Monday morning meeting having 'the latest'.
Roger's Big Five Performance Assessment process applies a similar concept to personnel. It is an easy read and describes a seemingly great process for what typically is a check the box activity on perhaps the most critical element of a business . . the performance of it's employees. Thank you Roger!
I've been in Human Resources management at a major, global corporation for over 30 years, and have seen more performance management process redesigns than I care to remember. They were all theoretically and legally sound, but because the effort they required didn't really improve results, most managers and employees simply complied. How I wish this book had been written "back then"! Ferguson succinctly and effectively pulls together everything we know about what really drives employee engagement, accountability, alignment, and development, i.e., what an effective performance management process should REALLY accomplish, into a straightforward, common sense, workable process. The book is loaded with examples, answers to FAQs, and is both practical and entertaining. Ferguson's own lengthy experience as an HR professional who has used the process only adds to the book's credibility. I highly recommend to anyone who wants to turn their performance management process into one that really supports the organization and the people in it.
I’m an I/O psychology professor at the graduate level and teach a course on performance management. I asked my students to read the book to discuss it. The students found the ideas interesting, practical and highly workable for any organization. The only thing that caused some sort of controversy was that the book does not elaborate on the concept of priority in a work context. For example some students argued that the job essential functions, the goals delegated by your boss and the organization rules are not priorities as the organization hires you and expect you to do them. You must do or comply with them in the first place. No need to prioritize here. In the end the doubt that prevailed was that besides your most important functions, goals and rules, you can prioritize the rest, in other words, what is not a priority at all. It would have been good that the author dedicated some lines to explain what a priority is and what isn’t.
I give 3 stars to the book because I find it brave, in the sense that it has the courage to find a new way of dealing with Performance Management. It's true. The annual cycle is normally heavy, often not consistent and in some cases not fair. The process presented has in my opinion some strenghts. It "forces" employees and manager to meet more and have regular discussions; it makes employees more accountable; and, something not mentioned in the book, you save a lot of money by getting rid of the IT system normally used for managing PM process.
Nevetheless, I find the Big 5 process weak in several aspects, or at least they were not adressed in the book.
How do you cascade corporate objectives/strategy to the employee level? It seems that it is the employee himself/herself responsible for writing the objectives, and the line manager for evaluating them. So, if you don't have a competent manager who is making sure that the objectives are aligned with the corporate strategy, and this for all the managers in the organization, we have a risky disalignement the employee is working hard for something that does not have an impact! In the traditional system this is done at the beginning of the cycle. It s heavy but necessary.
Don't you calibrate employees? Again it seems that the priorities/accomplishments circle stays between the manager and the employee. In traditional systems during the year-end phase employees are evaluated by the managers, but also calibrated against their peers to have a more accurate/consistent overall evaluation.
Isn't any feedback gathered from colleagues, other managers, external partners? This is important to have a bigger picture of the employee performance/behaviours.
If you embed all these necessary (in my opinion) aspects into the big 5, you make the process even heavier than the traditional process. If you don't make the process too discretional, less accurate and less fair.
I don't find fair the solution proposed for linking performance and compensation, basically a no-solution using the argument "it does no worrk in traditional systems, so let's give the same amount to every one, and leave at the discretion of the manager to give the additional 1%". This means that you have a merit scheme completely not based on the performance. I also find risky for the engagement of the employees. Those who perform better, should get a higher calibrated rating, be rewarded more, and be formally recognised (a non monetary reward).
In summary, I see the big 5 working in either small companies, where the company objectives are known to everyone and everything is shared, like in small sales office, or in a very mature organization, where employees are accountable, managers are leaders and coachers, and where trust and fairness are values embedded in the culture.
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