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The Crowdsourced Performance Review: How to Use the Power of Social Recognition to Transform Employee Performance
 
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The Crowdsourced Performance Review: How to Use the Power of Social Recognition to Transform Employee Performance [Format Kindle]

Eric Mosley

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Descriptions du produit

Présentation de l'éditeur

Praise for The Crowdsourced Performance Review:

"Take advantage of the technology and data available to you and turn the dreaded performance review into a powerful force for decision-making and culture-building by using the methods outlined in this clear and clever guide."
--Daniel H. Pink, author of To Sell Is Human and Drive

"Social technologies aren't just changing how people interact, they're fundamentally changing how businesses must engage with people inside and outside their organization. In The Crowdsourced Performance Review, Mosley shows HR and business leaders why a 'groundswell' approach for employee recognition is the key to driving better employee performance. This is one of the most innovative enterprise uses of crowdsourcing I've seen."
--Charlene Li, founder of Altimeter Group, author of Open Leadership, and coauthor of Groundswell

"In what is easily the most comprehensive and provocative Globoforce book to date, Mosley lays out a clear vision for how modern recognition systems can be integrated with performance management. This is one of the most interesting, innovative, and potentially important new approaches to performance management that I have seen in many years of working on this topic."
--Gerald Ledford, Senior Research Scientist, Center for Effective Organizations, Marshall School of Business, University of Southern California

"The Crowdsourced Performance Review should be at the top of every HR professional's reading list. It shows convincingly why the traditional performance review doesn't work and how social recognition is the key to a performance system that actually makes an impact."
--Kevin Kruse, Forbes Leadership columnist and bestselling author of Employee Engagement 2.0

"As a pioneer in multirater feedback, I love Eric's new application! Social media comes to visit the performance appraisal. Many minds can be better than one! Read this and find out how."
--Marshall Goldsmith, author of New York Times bestsellers MOJO and What Got You Here Won't Get You There

Fix the Performance Review with the Wisdom of Crowds!

Today's most successful companies are transforming their predictable "one-way" review processes into dynamic, collaborative systems that apply the latest social technologies. Instead of a one-time annual evaluation of performance, managers and employees receive collective feedback from everyone across their company. It's all achieved through crowdsourcing, and it generates more accurate, actionable results than traditional methods.

With The Crowdsourced Performance Review, you'll create a review system that gathers the feedback of many, so you can make better, more informed decisions. And this new model is simpler than you think. It's based on three innovations:

CROWDSOURCING: Applying the same techniques that companies like Apple, Angie's List, and Zagat use to inform customers, you can gather the same kind of data to inform managers.

SOCIAL MEDIA TECHNOLOGIES: The most revolutionary communication tools since the telephone, these technologies have singlehandedly created a new language of business.

ORGANIZATIONAL CULTURE: When managed well, it's one of the most effective tools for building and maintaining a competitive advantage.

These three assets come together for the purpose of evaluating performance in the practice of social recognition--a system in which all employees recognize each other's great work on a daily basis. Social recognition creates engagement, energy, and even happiness in a company--leading to the ultimate goal of a Positivity-Dominated Workplace.

Biographie de l'auteur

ERIC MOSLEY cofounded Globoforce in 1999 withthe goal of reinventing the employee recognition industry for the global, multicultural, multigenerational organizations of the twenty-first century. As CEO, he has led Globoforce to its place as a leading provider of social recognition solutions, redefining how companies understand, manage, and motivate their employees.


Détails sur le produit

  • Format : Format Kindle
  • Taille du fichier : 7302 KB
  • Nombre de pages de l'édition imprimée : 273 pages
  • Pagination - ISBN de l'édition imprimée de référence : 0071817980
  • Utilisation simultanée de l'appareil : Jusqu'à  appareils simultanés, selon les limites de l'éditeur
  • Editeur : McGraw-Hill; Édition : 1 (8 mai 2013)
  • Vendu par : Amazon Media EU S.à r.l.
  • Langue : Anglais
  • ASIN: B00COKLVKW
  • Synthèse vocale : Activée
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  • Classement des meilleures ventes d'Amazon: n°228.481 dans la Boutique Kindle (Voir le Top 100 dans la Boutique Kindle)
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Amazon.com: 4.3 étoiles sur 5  15 commentaires
32 internautes sur 34 ont trouvé ce commentaire utile 
2.0 étoiles sur 5 Not every idea is a good idea. And not every "good idea" is a GOOD idea.... 7 novembre 2013
Par R. Pulito - Publié sur Amazon.com
Format:Format Kindle|Achat vérifié
"Not every good idea is a GOOD idea."
There is a fundamental problem with the concept here: It won't work. Why? Let's consider the issues:
1. It is likely not legally defensible. This is probably the biggest drawback. Do you want to be the "beta test case" for a class-action lawsuit?
2. The most "popular" employees are not necessarily the top performing employees on more relevant scales.
3. Not every employee is in a position to receive recognition, and all employees are most often not in a equal position with regard to either ability to give/get recognition, nor to be readily identified as the person who appropriately deserves to be recognized.
4. The basis for recognition may not always align with the goals, strategic direction, and objectives of the firm.
5. Crowdsourcing makes sense as a tool for determining qualitiative feedback, direction, messaging, branding, etc. It has very thin correlation to quantitative matters such as on the job performance against relevant metrics.

Knowing that the author of this book started a company that makes a hefty profit on the sale of gift cards used in recognition programs, it is not very likely that he can be objective when it comes to the topic. And, when one's business model is based on a technology that has been built for the sole purpose of maximizing a profit model on the resale of gift cards, it is easy to presume what his intentions really are.

My recommendation, based on 20+ years of working in the field of employee engagement, is to recognize what is really going on here, and to give credit for a clever marketing ploy, albeit flawed beyond viability.

I'd suggest instead that you consider more carefully how to determine reasonable, realistic performance metrics, tied to the imperitives of the organization, flexible and adaptable to change with the market and the mission of the company. And avoid the extraordinarily subjective, easily gamed, and simplistic ideas of Mr. Mosley.

And, for what it's worth, gift cards are an immensely inefficient tool for recognizing performance. You need to look carefully at how much they really cost against how much value they deliver, remembering that 30-40% of what you are paying is taken to profit by either Mr. Mosley's company or the retailer who is thrilled to sell you the card.
7 internautes sur 7 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Could use more HOW, less WHY 26 décembre 2013
Par DocOnDev - Publié sur Amazon.com
Format:Format Kindle|Achat vérifié
The author does a good job of explaining why you would want to do crowd-sourced reviews, but spends very little time on how. It appears the author offers crowd-sourced performance reviews as a service. Left me feeling like I read a great big sales pitch. I still learned a bit from reading this.
6 internautes sur 6 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Another use of the crowd sourcing concept 1 août 2013
Par Nancy Loderick - Publié sur Amazon.com
Format:Relié
Crowd sourcing is the latest business trend. In case you're not familiar with this concept, it simply means that the wisdom of crowds is used to solve a problem.

It seemed this book wasn't just about creating employee reviews, as the title implies, but about the wisdom of crowds in general. Eric gives several examples as to the power of collaboration. I thought Eric spent too much time on the current business climate and not enough time on the premise of his book, crowd sourced performance reviews.

I am still a bit confused as to how crowd sourced reviews differ from 360 reviews. The 360 review process uses input from all parts of an organization. I guess the crowd sourced reviews rely on peer recognition. It's still unclear to me.

I also was disappointed that the research he quotes isn't original. I've seen the same studies quoted in other books. While it's neat to read about the Gordon Bell, the lifelogger who records every single minute of his life; I don't see the relevance of this on a book about crowd sourced performance reviews.

I agree with Eric's premise that the current employee review system needs to be changed, since it doesn't seem to be working. Most current systems focus on past accomplishments and not future skills. Using crowd sourcing is an interesting experiment for reviews.

This book does give the reader something to think about. For this reason, I'd give it a luke warm recommendation.
4 internautes sur 6 ont trouvé ce commentaire utile 
4.0 étoiles sur 5 One way of improving performance reviews 17 mai 2013
Par John Gibbs - Publié sur Amazon.com
Format:Relié
A typical performance review is a dull, predictable and dreaded ritual; this can be fixed by including realtime, ongoing crowdsourced input and data, according to Eric Mosley in this book. The performance review can then be informed not just by the opinions of one manager but by a year-long narrative of the employee's accomplishments, skills and behaviour.

So, how do you set up a system to collect the crowdsourced information? Most of the book is about the benefits of such a system, rather than how to actually do it, and it is not until the appendix that the author discusses implementing a social recognition system. The attributes of such a system seem to include:

* Anyone in the organisation can give an award to anyone else in the organisation
* Each award is for an act furthering a company value or strategic objective
* Awards come with a voucher for say $100, although there can be different levels of awards
* The social recognition system provides only positive feedback; there is no place for negative feedback.

The author suggests that such a system needs to be accepted by at least 80 percent of the organisation's workforce, with 5 percent receiving awards each week. A simple calculation reveals that on these figures the average employee would receive 2.5 awards per year. If the organisation has five core values, then 2.5 data points spread between five values hardly gives statistically valid crowdsourced data for an annual performance review. It seems to me that, in order to provide enough feedback for the performance review, each employee would be needing to give an award every week so that the average number of awards received is 50, or 10 for each company value. If the average value of an award is $100, then the cost to the company is $5,000 per employee per year.

I am not sure how to prevent "gaming" of a social recognition system (such as by people conspiring to award each other), but in my view the author has made a convincing case that crowdsourced data improves the quality of a performance review and that social recognition significantly increases positivity in the workplace.
3 internautes sur 7 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Innovating the Performance Review 6 août 2013
Par Rod Collins - Publié sur Amazon.com
Format:Relié
Like Thanksgiving and the Fourth of July, the ritual of the annual performance review is a longstanding tradition. But unlike these two holidays, few of us look forward to the annual corporate practice. In theory, performance reviews are supposed to acknowledge good performance and encourage underperformers to improve. However, a mountain of anecdotal evidence suggests that far too often performance reviews engender cynicism and mistrust, create bewilderment and discouragement, and unwittingly diminish the morale of high performing teams. Few would argue that the performance review is a broken process.

Eric Mosley's new book, The Crowdsourced Performance Review: How to Use the Power of Social Recognition to Transform Employee Performance provides insight into how twenty-first century managers can reengineer and renew the performance evaluation process. According to Mosley, a big problem with the traditional performance review is that it reflects an outdated paradigm of work that assumes jobs and performance are completely identifiable in advance. While that assumption might have been true for industrial workers on the old assembly lines, it doesn't fit for the vast majority of knowledge workers who apply their evolving skills in rapidly changing markets.

Another problem with the traditional performance system is, while it purports to provide an objective assessment, its execution is often highly subjective because the review presents one manager's observations at a single point in time. This is problematic in a time of great change where real-time adaptations of workers to dynamic business circumstances are more likely to be observed by one's peers than one's manager. Put simply, much of the work that matters most is performed out of the line of sight of the supervisor. When valuable work goes unrecognized, supervisors unwittingly create low-morale workplaces.

Mosley's solution for fixing the broken process is the crowdsourced performance review. Based upon the insights contained James Surowiecki's best-selling book, The Wisdom of Crowds, Mosley outlines a performance approach designed to supplement the traditional performance review with a real-time "social recognition" program that aggregates the opinions of the many peers who actually witness the day-to-day execution of work. Throughout the year employees rate and acknowledge positive performance as they see it happen. When it comes time for the annual review, managers have a rich database that provides "more accurate conclusions than one person could achieve alone." According to Mosley, the aggregation of many subjective impressions averages out any individual biases, resulting in a more objective assessment from those who are closest to the actual work.

This new model of performance recognition is made possible by three innovations that have emerged from the recent digital revolution. The first is the sudden spread of crowdsourcing applications made popular by the dramatic performance of Wikipedia and Linux. The second innovation is the wide adoption of social media, which makes it easy and practical to gather real-time observations from co-workers. Finally, because we now live in a hyper-connected world, managers are increasingly discovering that a culture of collaboration is often a distinguishing competitive advantage. This third attribute is particularly important because it means, when collaboration is the key ingredient for creating extraordinary results, it is virtually impossible for a single person to accurately assess another's performance.

In a business world that is continually reshaped by accelerating change, reliance upon an obsolete performance approach is highly problematic. Although it may defy conventional wisdom, peers are often better judges of performance than bosses. This has been the philosophy and the practice for over fifty years at W.L. Gore and Associates, the makers of Gore-Tex. Because there are no supervisors at Gore, they don't have a traditional review process. The only process Gore has ever used is a peer-based review system. This may explain why Gore is perennially on Fortune's list of the "Best Companies to Work For." They understood the value of crowdsourcing long before the term was invented.

For those companies that are ready to update their performance review systems to better meet the challenges of a rapidly changing and more collaborative world, Mosley's innovative approach is a simple and effective way to get a quick start.

Rod Collins
Author, Wiki Management: A Revolutionary New Model for a Rapidly Changing and Collaborative World
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