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Roswitha van der marketHere writes for you: Roswitha A. van der Markt is a management consultant and executive coach for HP, Siemens or SAP.van der Markt studied humanities in Munich, Amsterdam and Pretoria and has more than 25 years of international management experience, including as a managing partner of the world's leading management consultancy Accenture. She holds an Executive MBA from Harvard University in partnership with MIT, Sloan School of Management (Boston, Mass.). She is also Commercial Manager (Babson College) and winner of the German University Software Prize. Roswitha has been working since 1998 van der Markt as an executive consultant and coach for first and second level executives as well as an author and business speaker. Her international customer and experience background includes companies such as Accenture, Siemens, Fujitsu, Infineon, HP, Oracle, SAP, Allianz, BT, GE, Telekom, as well as outstanding medium-sized companies. As an expert in business transformation, change management, leadership and human performance, as well as strategy and organizational development, she oversees mandates in Eastern and Western Europe and the USA. She also held lectureships at Ludwig Maximilians University, Munich, the Otto-Friedrichs-Universität, Bamberg, the Technical University, Dresden, the IE Business School, Madrid and was project coach of the IEWS (Institute of EastWest Studies) and UNESCO for multi-national projects for the economic and democratic development of Eastern Europe She describes herself as a digital baby boomer and has been working as a digital nomad for almost 20 years. More information at rvandermarkt.com All texts by Roswitha A. van der Markt.

New Leadership in Global Businesses: Bye Employee Talks!

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Companies such as Accenture, Adobe, Google, Microsoft are among the 6% list of Fortune 500 Companieswho have abandoned common management tools. They no longer have time tracking, nor do they have annual performance appraisal interviews.

Performance review

Paradigm change in performance management

This step shows the massive paradigm shift in Guide and management, away from hierarchical control thinking towards the appreciation of the person. Accenture CEO Pierre Nanterme describes this as the “art of leadership”, which does not lie in measuring and evaluating, i.e. in performance control, but in the careful selection and promotion of the right person. If you trust that you have found the “right employee”, then you give him the freedom, authority and delegation to innovate. If you believe in this person, you need a continuous partnership-based dialogue for leadership, which is based on trust and appreciation and therefore on only a few, very simple questions.

So far, in large corporations, each manager has often spent an average of more than 200 working hours just for preparation and follow-up, such as carrying out annual employee interviews and evaluations. According to a study by the CEB HR Consulting companies with around 10 employees spend around $ 000 million annually on the performance measurement of their employees alone, including modern performance management technology.

Previous performance management systems miss the target

Many studies have shown that the results of such time-consuming and cost-intensive processes are much too low. Even the positively assessed performers were rather demotivated and frustrated by the annual employee discussions, especially as the direct and high-quality dialogue with the supervisor could not be solved. Especially since 95% of the managers were dissatisfied with this type of employee evaluation and 90% of the personnel managers did not receive accurate information on how to improve the performance management system.

ObjectiveTo better promote and motivate the employees individually was therefore a failure. In addition, Brian Kropp, HR Practice Lead at CEB, emphasizes that previous performance management systems had primarily rewarded “narcissistic” employees who knew how to put themselves in the limelight, while other team members, especially introverted team members, felt very good about themselves committed to organization and results, rather fell through the cracks.

A “new” leadership culture is emerging

All in all, a development that means a clear jolt in the mindset of what a new leadership culture means. A departure from the typical performance rankings that our old quantitative performance mantra - faster, higher, further - served: greedy for short-term profit, career-oriented, thus adaptive, administrative and numerical.

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In March of this year, Deloitte said goodbye to the classic ranking system, as Microsoft did two years ago. Positioning, status, power and hierarchy thinking have become obsolete. At Microsoft, many of the project and process managers are “more powerful”, more influential than top line managers in other companies. Hierarchical titles have no meaningfulness and offer no guarantee of success. Criteria such as management range and depth no longer count, only responsibility for a relevant project. Anyone who is still attached to status and authority, who is not ready to shape change and constantly learn, is open to cooperation and transparency, is out of place. The myth of a steep corporate career as the sole blissful success no longer applies.

What is the new performance mantra?

Leadership in itself, however, does not make it easier. Management is only effective and legitimate if it is in an open, partnership-based dialogue at eye level, Sense enables, encourages personal responsibility and moderates efficient cooperation. The basis for this is trust and appreciation, trust in the willingness to perform and self-motivation, in the results orientation of the individual.

The new performance mantra is qualitative: more conscious, more intelligent and more sustainable - and thus more challenging for personal responsibility and for yourself Self-guidance every single one.

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67 Responses to “New Leadership in Global Companies: Bye Bye Appraisal Appraisals!”

  1. I really think you could look at this topic from other perspectives - where can you make suggestions for your own text contributions on your blog? +

  2. I understand the approach that is behind the new method of leadership, but I dislike the eternal “equalization”. It is a fatal fallacy to assume that the elimination of time recording and employee appraisals is equally good for every employee. The personality of many employees requires clear and orderly structures so that they can perform at their best. Just as some employees benefit from the fact that strict structures and processes are no longer applicable, there are employees who need precisely these structures in order to be able to use their strengths to the full.

    I personally welcome it when new approaches and innovative ideas are implemented in the context of employee management. As long as this is implemented in the tenor “one size fits all”, 50% of the employees are always not picked up by the “modern employee management approach” and are then no longer up-to-date.

    I would like more individual approaches that take into account the needs of the individual.

    Best Regards
    Carsten Seiffert
    Strength Training

    • Hello Mr. Seiffert,
      interesting approach. I can hardly imagine what a 50% rule should look like in a company without it being viewed as unfair - according to the motto “Employee A has free time management and no employee appraisal, while employee B has fixed working hours and has to go to the interview. ”
      Who then decides who is in which group? Are there already companies in which this model has been implemented?
      Regards

  3. Bye employee interview! - Exciting contributiongwugBanFYr

  4. RT @csrdiethelm: Exciting prospects "@anneschueller: You can not say better: Bye staff discussion! - Exciting contributionLgNochxCKs "

  5. New #Leadership in Global Businesses: Bye Employee Talk! - Exciting contributionglpr8BJH8Z

  6. RT @csrdiethelm: Exciting prospects "@anneschueller: You can not say better: Bye staff discussion! - Exciting contributionLgNochxCKs "

  7. Exciting prospects "@anneschueller: You can not say better: Bye staff discussion! - Exciting contributionLgNochxCKs "

  8. New #Leadership in Global Businesses: Bye Employee Talk! - Exciting contributionEmrDEm1vGo

  9. Leadership change: - Exciting contributiongpZij99C6V p… - Exciting contributionvv38mPSaGR

  10. - Exciting contributionTY1YKLvvVp
    That's what I'm saying!

  11. Yes, the grown-ups are finally waking up too: I have been systematically training this topic of dialogical and appreciative leadership for a long time in my seminars and workshops with considerable success: sick days are reduced, efficiency increases, employees 'grow'.
    If you have dealt with the positive basic motives of people, there is no other way. But those who use the negative mechanisms through exclusion, disregard, disregard, devaluation, get what we so often find in companies: refusal to perform.

  12. "Away from hierarchical control thinking towards appreciation of the person." - A modern credo for every manager - Exciting contributionQpWyvOpasy

  13. New Leadership in Global Business - Exciting contributionXkB3JpRoVd

  14. new perspective on employee appraisals - necessary or not…. new topic or summer gap ... - Exciting contributionkcf4tEBr9V

    • Certainly not a “summer gap”, this development towards serving leadership, with a high level of transparency and partnership-based feedback structure, has been supported by these companies for years. The elimination of the annual performance reviews is only a logical consequence.

  15. “New leadership in global companies: Bye bye appraisal!” - Exciting contributionfMbOVHygEG

  16. New Leadership: Accenture, Adobe, Google, Microsoft and Co say “Goodbye employee appraisal” - Exciting contributionYygw62JsNt

  17. New Leadership in Global Businesses: Bye Employee Talks! | CHARACTER PICTURES - Exciting contribution9EKbP21nyW

  18. New Leadership in Global Businesses: Bye Employee Talks! - Exciting contributionLKK5nFSZ04 #leadership15 #leadershipmatters

  19. New Leadership in Global Businesses: Bye Employee Talks! | CHARACTER PICTURES - Exciting contributionjIBg9qztZU

  20. New Leadership in Global Businesses: Bye Employee Talks! - Exciting contributionkQUVoY8RLs via @Beberufebilder

  21. Goodbye employee interview! Away from hierarchical control thinking to appreciation of the person. - Exciting contributionTAwSKN1yjv

  22. RT @AndreaPizzato_T: - Exciting contributionG0m4Gc65eF interesting article on the “new leadership culture

  23. - Exciting contributionG0m4Gc65eF interesting article on the “new leadership culture

  24. New leadership in global enterprises; Goodbye employee discussion! - Exciting contribution6LiIGHj6u7

  25. Time recording? Nope! Employee interviews? What for? Accenture, Microsoft & Google are leading the way - Exciting contributionXl3TuMm2JQ #Workshop #HR #Career

  26. RT @anneschueller: You can not say better: Bye staff discussion! - Exciting contributionHVT9mkhC8F

  27. “Goodbye employee appraisal!”

    Farewell to a leadership instrument.

    - Exciting contribution243bL3H9yg
    #Communication #Conflict Management # Leadership

  28. RT @anneschueller: You can not say better: Bye staff discussion! - Exciting contributionHVT9mkhC8F

  29. RT emmel11: Tchüss employee discussions. An interesting approach to employee leadership #people #management - Exciting contribution87Nq5xAGGC

  30. RT @anneschueller: You can not say better: Bye staff discussion! - Exciting contributionHVT9mkhC8F

  31. Hopefully, the reference to these big brands makes all traditional companies courage to change! - Exciting contributionNRFxbC6Zai

  32. You can not say better: Bye co-worker talk! - Exciting contributionHVT9mkhC8F

  33. Tchüss employee talks. An interesting approach to employee leadership #people #management - Exciting contribution0hGJDRZjHH

  34. RT BettinaLeitner: Bye to employees' talks! - Exciting contributionRsVZTkR1rK #leadership #management

  35. For this to work, the employees must be familiar.

    • Hello Mr. Labusch,
      I agree with you. This is certainly a crux of the New Leadership idea.

    • Hello Mr. Labusch,
      as I have already pointed out in the article, trust and appreciation are the foundation, the prerequisite that this works. The company relies on the willingness, motivation and dedication of the employee and therefore acts on the same level, in partnership and not with control. However, a corresponding corporate culture is necessary for this purpose.

  36. New Leadership in Global Enterprises, companies like Accenture, Microsoft say goodbye to the appraisal interview
    - Exciting contributiongedGTorvGW

  37. Bye employee interview! - Exciting contributionA9fVlTO2r7 #leadership #management

  38. If you trust that you have found the "right employee", then you give him freedom, authority and ... - Exciting contributionlBl4jv5kpI

  39. New leadership in global companies: Goodbye appraisal! | PROFESSIONAL PICTURES - - Exciting contributiongjnZdyAXIJ The employee ...

  40. How does Microsoft and co? Without a hierarchy? - Exciting contributionA5bgJHMhE9

  41. OK then! “New leadership in global companies: Bye bye performance appraisal!” - Exciting contributionIHAgiOSJpw

  42. Fine, the universally unpopular annual interview says goodbye. As a management tool, it has obviously only served those managers who are already in regular communication with employees and who are in - real - contact with them. Goodbye to performance measurement and control too? In the age of company apps & Co., I consider this to be a theoretical approach. And with one of these, the annual appraisals were also praised in everyday management.

    • Hello Mrs. Remus,
      this is an exciting topic. From my own experience with executives, who were theoretically involved in such a leadership approach, but were practically not yet ripe and even too afraid of it, I am also rather skeptical as to whether we can already say goodbye to performance surveys and control. But I also like to teach a better one.

    • Hello Mrs. Remus,
      Accenture and Microsoft, for example, have been introducing intensive mutual feedback between managers and employees for a long time in practice, i.e. not theoretically - and not, as usual, from the manager to the employee, but a partnership-based discussion in both directions: What was good? Where are we right? What else should we improve? How could we improve this? How can the manager support the individual employee, the team even better? How do we go about solving problems?
      The principle of “performance measurement” has thus changed in the direction of serving leadership. Yes, it is measured, but differently, e.g. how values ​​were implemented in the company, where there is potential for improvement and how this can be implemented, e.g. the% of women in top management, i.e. partners or the% of diversity in management, means different nations , Religions. Studies have shown that various top management teams in global companies have also achieved significantly better economic results. There is constant feedback within the respective projects, including from the project staff to the project manager. The objective is better customer satisfaction, "in time & quality" for the customer, the project, the product, and not to put the employee in boxes with a quotation of 1 to 5 and thus demotivate them. The basis for this is trust, the basis for trust and appreciation is a corporate culture based on partnership. The key factor for success, however, lies in the selection of the right employees.

  43. #Paradigmenwechsel in # Leadership Culture? Global companies are breaking new ground
    - Exciting contributionKjkrvVS6V2

  44. New leadership in global enterprises; Goodbye employee discussion! #agile #organisation #hr #digital - Recommended contribution ic930HzZOf

  45. Interesting: New Leadership in Global #Companies: Bye # Staff Conversation! @XING_en #Career #Management - Recommended contribution m1YuOF7Fp2

  46. New Leadership in Global Businesses: Bye Employee Talks! | CHARACTER PICTURES - Exciting contributionNPfjYaiKxf

  47. RT @Berufebilder: New Leadership in Global Companies; Goodbye appraisal! - - Exciting contributionwno7cvHNdp

  48. RT: New Leadership in Global Companies; Goodbye appraisal! - - Exciting contributionhLOmvBOs7g

  49. New #Leadership in global companies: bye # employee talk! - Exciting contributionniPMlCcYMf

  50. News about Performance Management - Exciting contribution9yGUEvZ3tz Also fits my post for @manager_magazin - Exciting contribution0gXl6hdQ6Q

  51. New Leadership: Away from hierarchical control thinking to appreciation of the person - Exciting contributionREtdjXpIxN @Berufebilder

  52. New leadership in global companies: Bye bye employee appraisals !: Companies like Accenture, Adobe, Google, Mic ... - Exciting contribution4VS4pwBIm5

  53. New leadership in global companies: Goodbye appraisal! | PROFESSIONAL PICTURES - - Exciting contributionLGi6eIl9Iw Leader watch out ...

  54. Attention leaders: Paradigm shift in performance management, this step shows the massive paradigm shift ... - Exciting contributionjkJ7AjTnR2

  55. New Leadership in Global Companies; Goodbye appraisals !: Companies like Accenture, Ad ... - Exciting contributiongQZdWtKEOn #Profession #Development

  56. RT @teggert: New Leadership in Global Business; Bye employee interview! via PROFESSIONAL PICTURES - Exciting contributionQKEvdBkv8s

  57. New leadership in global enterprises; Goodbye employee discussion! via BERUFEBILDER - Exciting contributionOQOcclMyvS

  58. New leadership in global enterprises; Goodbye employee discussion! via BERUFEBILDER - Exciting contributionQKEvdBkv8s

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