PERFORMANCE APPRAISAL IN AN AGILE ENVIRONMENT

hello everybody I locked all my subscribers and fans and followers many thanks for this great resonance on my HRM youtube channel I'm really happy about this so I got many messages asking for a special session about performance braceland in the last few weeks I have prepared something really special for you so to all the traditionally thinking is all professionals please stay calm relax sit down that's going to be really special to all of you enjoy so here we go performance appraisal my tears performance a bracelet was as an employee as a victim so to speak as a manager as HR so I had a chance to implement performance bracelet in a large-scale organization I deal with performance appraisal as a consultant and I dealt with performance appraisal as that's a scientist or teacher and in the last 15 years when I and I had to do with this thing I always felt that there is something wrong with it and also when I ask students as I asked you already in the class MBA students from scale from I find performance bracelet German meter but additionally totally ridiculous stupid silly a pain in the ass too absolutely useful necessary you can't mention organization without it the response is really spread so there are people saying this and the people saying that and probably since you all know that I am an HR professor ah you might be you hold yourself back if I would be accounting professor you some more people would say it's ridiculous maybe I don't know I hardly find any concept in HR where you have such a different perspective on it similar topics are employee survey yeah things like this so in this session I would like to clarify some things I like to bring some structure into this and explain some things and give an out looking how to use performance appraisal whether it works or not and then how about gonna how are we going to deal with this topic in the future so I don't think that I need to explain in more detail what performance appraisal and it's amazingly simple of one time in a year manager and employee sit together and talk about the future the objectives about the past review of performance and competencies the future performance objectives development objectives you do this once in a year and January let's say maybe you have a mid-year review and you do this annually ok that's it simple you make notes put it into the system by iPad or item to to to to make things clear here I consider the traditional performance appraisal as something that happens between the supervisor and an employee right and the result are always decisions and judgments yeah it's not about having a small talk so how are you doing everything's fine and it's about really come up to come up with decisions about the future will be judgments about the past decisions and judgments that are the outcomes and we consider performance appraise the most organization as a very common approach we do the same thing in different functions on different levels more or less so it's a we cover the entire organization and in most cases the supervisor is in the leading position right I can rarely imagine organization where the employees say hey mr. manager it's January I would like to invite you in my office to do a talk that incident vice versa right and most organizations very important performance appraisal is not a meeting performance appraisal is not a dialogue performance appraisal with a barge bag is a system it's a system why is it a system as I will show you in a minute there are a lot of interfaces to other HR processes like compensation benefits development learning talent management and so on and whenever we have a system in an organization there must be a system owner and in that case it's probably H R or HR kind of instance in the organization I would say without HR there is no performance appraisal right so let's leave it to this so I sat this it's a system we use judgments and decisions for compensation when it comes to variable pay pay for performance we identify potential maybe this information needs into a kind of talent management process learning we identify learning gaps development needs that leads to learning maybe with the objectives they are all embedded in a kind of overall balance core card and bloody retention operation and so on so it's a system now let's come to the fundamental point here it's also my kind of agenda for for today what I find in most organizations is the following story there is most cases on HR HR department HR head and they decide upon implementing that kind of tool here let's implement meter by Turkish break let's implement performance bracelet then they think about how to do it now what's the design what is in the forum who should do what when do we do this and this is the design the how how we do it then what happens in most organization is that the tool clashes with the internal conditions and with culture leadership the way that people work talk about the condition later so now HR is getting nervous this kind of resistance the people that would like it so much some likelihood so HR is in a kind of mess and and and then we think about okay how why do we do this and then at the end we think about results I had a very typical conversation a few days ago with an HR director he told me professor to resign I need a system to support my performance appraisal system listen we need a system why do you do performance appraisal well because in our performance appraisal the employees get feedback why do they need feedback yes people leave feedback to learn that's fine so why do you need a system ah we need a system image our to make reports why do you need report ah it's not me more a requires the report it's the executive board why does the Executive Board need these reports they simply need it they requested that was the end of the conversation that's that's exactly the same story in many organizations it's a mixture of different purposes of who is the customer of this why do we do this for whom what are the results and we mix it all up right so um if you do it right you start with the results you first think what do I want to achieve with that why do I need this once you have agreed on the results on the intended results and I will talk about potential results in a minute you must think about the condition how does our organization look like how is leadership in our organization how did the people work what is the nature of work and once we have understood the conditions in the organization then we can think up where the performance praised it's the right tool or whether there are other tools who who are better able to to meet the intended results right and then at the end we think about the design value that's that's exactly my mynah gender what are typical results a wide range so in some organizations I feel that some HR director really want to solve the world hunger with performance appraisal because performance appraisal helps us with everything unites it helps us to reward high performers it helps us to treat low performers it helps us to identify potential it helps us to track suitability about employees we can offer perspectives in the performance appraisal we learn through feedback we develop the employees we managed by objectives we motivate who objectives retain employees and this is by far not complete this is what we find in many organizations at least this is what I get when I ask HRT why do you do this right so um an important point here is now it's not only what do we want to achieve with this but the point is also who is the customer of this who needs this who requires this and when we have a closer look on this I I find four different patterns in different organizations and this really relevant for the rest of this session um pattern number one there is an executive board saying ah we want to improve our leadership in my organization our organization let me exactly for talks to HR and HR then talks to the managers and the managers do something with the employees so the executive or is the customer they want this nhr translate this into reality what I also find is a totally different story there is a new HR director coming on board from a different organization an HR director ones to implement performance appraisal because he loves it or he understands it or as a red book about it so he wants to implement performance pray so he talks to the Executive Board hey let's do this feedback is good at objective settings good let's do it structure and write things down and put in the system that's great yeah and the executive board as naive as they can be say yes that cannot be wrong okay so with the executive board in there is supported by the executive code they attack the managers say you have to do this and we'll talk with your people and here's the forum and supported by the executive board and then you know how things go on different story um the other manager is saying wow you know we are all engineers so we have never learned how to lead people we are really taking your strong in technology technology but but we struggle in leading people so we need something yeah so the managers are the customers they want something and then maybe they talk to the executive for saying why now we have learned also through a last employee survey that we are doing a bad job so let's give us give us support for this so the executive part talk to HR is they do something for the managers that sounds better right yeah or the employees say something like ah we need more structured feedback we need more we need more structure and how we we are led we you understand where we are where we stained and and then they talk to the miniatures in the magazine I think people expect something yeah and then they talk to the Executive Board executive point is HR do something for our people um the important thing here is that we have totally different customers to give you a very concrete example if you do something like a 360-degree fit feedback you know all what that is 360-degree feedback somebody gets leaping from different angles who gets the report the Executive Board h/r because it makes their life easier the manager the employee totally different practices depending on who requests something like this right so that's really crucial um and if you if you do something what the people explicitly not request performance appraisal can become very toxic yeah and um my only way to explain this is to give you a short story that sometimes help it's the story of the man who pees flowers please wash there is a man who every weekend gives flowers to his wife because he loves his wife and his wife is thankful and he loves her husband and it's all fine right now cut in the channel government Belen they are worried about the growing number of divorces to many couples in Germany get divorced so they get committed for a law and the law says every husband in Germany has to give flowers to his wife every week now it becomes a law what happens to the man what happens to the man how do you think it will be frustrated every time he dies he will be pressed rated ultimately he will stop giving flowers to his wife and do something else isn't that weird I mean through making something mandatory you stop the related behavior so you have managers in your organization who do a great job the natural-born managers who talk to their people not only every year but every week every day and now they have to talk and the people that they know that the manager talks me be because he has to talk and now this becomes a different story from a psychological point of view we all start with an intrinsically motivated behavior you do something as a manager because you want to do it now it comes the policy given by HR huh now you show the same behavior what happens now psychologically spoken is that your people will think that you do it because you have to do it now if we decide in psychology we say your behavior is attributed as being extrinsic we do it because you have to do it and that's a different story yeah at the end the behavior will not be valued anymore so that's what I mean that things like this can become very toxic you can stop good leadership by implementing performance appraisal now I said the crucial point here is to consider the internal conditions and there are three layers I want to talk about it's about the relation between the employee and their organization it's a relation between the employee to that supervisor and the relation between the employee to work yeah and let's have a look at these different things and I'd like to start with work so what we know is that word is not the same everywhere yeah and we can't alas affine different jobs or different tasks however you name it in three dimensions the dimension of one's the some certainty of results do you really know the outcomes from the beginning you might say yes of course now a in many areas research development software development in some knowledge intensive areas you don't know about the results really you have a vision maybe but not exact results and in some case you don't even know how to get there you simply start you use technologies like scrum yeah rather than the original project management techniques and the scope might be different yeah for sometimes the stove is huge then we talk about projects for some other tasks the the scope is very limited so let's let's look at two extreme cases here this is a job a very limited you're doing one time 100 times in a day it's clearly described and you know exactly the outcomes there are documents and the employ exactly knows what to do every single day while here you work on a project huge don't know how to get there it's more like an adventure you don't know the result really you don't know how to get that's really vague now question to you in which field do objective setting make sense where can you set objectives now here I mean I hear many managers saying well what should i what should I talk to my career in the discounter Cassio hey this employee simply should do is job so they want to sit every year talking about objectives do what you are told to do . that's simple yeah right here um right now we're at sa P I met so many developers of course saying how can I set an objective for the upcoming 12 month when I don't even know what I do next month yeah things are so uncertain so come on so I would say objective setting only makes sense somewhere in the middle middle level at Chile in other areas I would doubt about and the second thing is that tasks are interrelated you know this I example which is seen as very perfect related to performance braceland objective setting is always sales yeah sales your objective is to generate five hundred thousand euro in the upcoming years in the upcoming year leo but I think this is not a perfect example why because as sales representative your success depends on the market situation depends on marketing depends on the quality of the products depends on on thousands of things so it's simply not fair to judge a sales representative only based on its its own outcomes that's not fair right if a sales representative is successful then not because of the sales representative only but because of the system yeah okay so things are related somehow yeah it's very complicated there are very simple tools to understand is kind of dynamic by using the sensitivity analysis of Frederick fester who says there are tasks which have a strong reaction which which react very strongly on other tasks so these tasks depend on other tasks very much and there are times which have a strong influence on other tasks if you have both then it's a critical task it depends on other tasks and it has influence on other tasks what these tasks here they are bothered so on right so again our objective setting we can become very toxic especially with the critical ones because what you do in objective setting is you do not agree on the obvious values a thing about the banking industry right you focus on revenue and you forget about fundamental values there is no there is no banker who has the objective in his objective settings I don't lie to the customer these are the others but if you focus too much on one single objective you might forget about the others and that can turn a system upside down so again objective setting can be very top right let's talk about supervision let's talk about supervisor this is the old style of super supervisory old style of manager he knows a lot general knowledge much expertise and the employees are like him or her but just a little bit smaller general knowledge expertise we find more and more areas knowledge intensive areas where it is totally different where the manager looks like this of course he has some experience broad experience there is a cow remaining parks expertise from his career and how do the employees look like like this and that's because of complexity the idea that a manager knows everything and is the champion on everything and can make the right decision on everything that's over right that's simply over yeah in many cases absolutely I say there are more and more areas where this applies so that means that every single employee has more knowledge about specific areas and dimension now the question is how can a mentor evaluate the performance of an employee and the employee knows more about these tasks than the manager and from and we also know that these kind of experts don't learn from the manager they learn from each other right so things change here and when we put this in a kind of structure I see four different roles of a supervisor and you can reflect on this what is your dominant dominant role the first role is the one of the boss this is I mean that's the old style of leadership leadership in that sense means how can i as a boss make my people do what I want them to do now that's leadership what can I make my people do what I want them to do motivation objectives control how we find more and more other roles like the partner oh yeah you are in your insane level more or less yeah it's feels like you work on the same level but hey there's one who is the boss but you don't feel it here he's part of the team and you joined Lee find some solutions for instance in our faculty we have a Dean but the Dean is not my boss our Dean would not tell me army and can you copy that book he's our manager of course the kind of manager here is his leader role but he's not mine my boss spring or I think about the Rolling Stones the Stones Mick Jagger was the lead of the band can you imagine that Mick Jagger makes a performance a bracelet with key creature thing hey Keith Richard it's January we have to do the performance appraisal e is the form so I think you met expectations let's make the mark here No hey come on it's ridiculous that's it doesn't work yeah some act like a coach I mean very simple example there's an employee saying I have a problem what should I do you can ask the boss the partner would say ok so good to know let's sit together and find a joint solutions the coach would say okay what is the teacher understand the problem what's the problem what what is your solution right and these are the enablers when we stick to rolling stones are rolling stones they really had a manager yeah he died two days ago by the way Prince Ferdinand Mervyn Stein yeah but the original name is much longer he was the manager but he did never perform as a bracelet of the stones yeah he just took care that the stones were creative and they become famous that was his job he didn't understand anything about music in fact he didn't like the music of the Rolling Stones right so whenever we say the role of a manager is to enable people that they can do a good job then we talk about this kind of role right so this is truly important here now here comes my personal hero to play this is my Bible my management rival the human side of enterprise written in 1960 and he also dealt with performance appraisal more than 50 years ago and here he he he yeah and this original quote from the Pope he says the role of a church and the role of a counselor are incompatible what does that mean what is it what is to be a judge I think the stones did Mick Jagger gave feedback to Keith Richards give Keith Keith Richard feedback - - to Mick Jagger of course every second every minute when they play together they give constant feedback of course but what makes a judgment of judgment a judgment is a judgment when you write it down and you give it to somewhere at somebody else to HR then a feedback turns into a judgement and the one who is doing that becomes a judge so what we find in practice is that we have managers who deal who are managed like partners the same eye level now comes HR and Church Department into the judge yeah and you I've experienced that personally I work with my people always on the same eye level and that was this January but I have to sit together which feels like hey Birds we have to do this performance appraisal I have to make a mark here okay let's do it yeah because I don't want to act like a charge while I want to be a coach or a partner these two roles are not compatible right so and their companies really have to be careful and performance appraisal as such might not be compatible to certain leadership roles right and what happens psychologically spoken it's very simple if you as a manager have to make a judgment about one of your employees let's say about teamwork yeah the first thing is you do you think are do I have a judgment available or maybe no so I have to understand what do I mean is teamwork then you try to remember huh what teamwork how did he or she behave what comes to my mind and then you come to a kind of initial judgment I think it's it's quite bad and anything okay but when I tell this to her or him yeah ooh I should not say this so you might make some adjustment adjustments so at the end everything is fine that very much applies when you are on a partner relation because the partner relation is built on trust while the boss employee relation is built on power a boss has no problem to say you're worse but I'm a population are you you know you play around yeah you you have to fill this form okay that's that's that's that's it that's a true conflict now let's look at the organizational level there are three dimensions which come into play autonomy that is how much self control do the people have do they work do they do things because they have to do this - do they do their tasks their job in a way as they are told to do or do they define it that job by themselves yeah that's the level of self-regulation self control autonomy some people work alone separated individually some work in teams or in linked teams in networks right for some people it's that the people they employ depend on the organisation that they they are happy that they got this job while in other circumstances the organization depends on the employee they are happy that they have this employee under that what I mean professional independence yeah if professional independent is hi I mean you can change the organization any time if independence is slow you better take care that you don't lose your job right so now let's look at two different cases this is case number 1a this is an employee who who does what he or she is told to do less autonomy very clearly directed chop the scripture process description this employ is happy that he or she got this job has not so many options out there or inside and assembly works alone you have a person in mind ring and this is a different person be that's the person who can change the career at any time they get calls every month they get contacts via LinkedIn or cusine this person works more in teams than alone and this employee has much influence really really very creative part limit on immers shapes his or her own working environment and the things how he's doing the job so the question is how this performance brace look like here how does it look like here if professional independence is low you can be very honest with your performance appraisal even though it's a it's in a very negative feedback you did a bad job you know that this simply will stay in your organization now the other case you have let's say burnt and you're totally happy that bird is on board he's an electrical engineer and you don't find electrical engineers anymore out there so even though bird is a complete idiot you would say burnt I love you so she would not dare to tell himself I mean this this circumstance has a much influence how things work in break ties you would never you would never make an individual performance appraisal individual objective setting when people work in teams that does not fit yeah um and also you would you would not give objectives when people are self controlled and you would rather talk about objectives you would rather come to a joint agreement so the way how objectives emerge how they are fine is totally different here than here okay so again it's the nature of work it's the relationship to organization and it's the way supervision is done and here I have two extreme worlds I put it simple say okay now let's have two extremes I named one hierarchy butter chilies low dynamic is low supervisors role is the boss autonomy is low social collaboration is not there it's individual work professional independent slow while here we have a world of agility high acuity high dynamic connection of tasks now the dominant role of managers is partner coach autonomy is very high you act more bottom-up way social corporal collaborations in a way that there are linked teams networks and professional implements is high so let's put it these extreme sometimes extremes help to sort things out and now let's have a look how traditional performance appraisal work in these two different worlds and I made a very rough estimation five stars means it perfectly works once that means it does not work at all so this is a rough estimation based on my analysis it's not empirically a base so I will go through some of these things but overall I would say that performance appraisal did not work really well even in a hierarchical world but it better works in hierarchical boards then in an ad child world in an agile world you are lost with a traditional kind of performance so this is a kind of summary you know I mean would you buy this product or Amazon you can go into every point now and every point now is it is a doctoral thesis as such ah in the first half hour of my session I brought up some ideas why why some things rarely work in an ad child world and maybe people hardly works in a hierarchical world and I would like to pick out some of these for instance reward high performance that works well and now in a hierarchical world where things are clearly described you can really on an annual basis a you did a good job you to the bedroom things are static things are described as a mansion you have the power to act this way in that char wall you should work in teams a top performers only top performer when the team agrees to this so the traditional top-down thing does not work here I will talk about treat low performance in a minute but identify potentials in many organizations I find ways that the manager has to indicate in the performance appraisal whether the employee has the potential to move into a top row this never did we because the immediate supervisor makes a judgment about something that he never experienced that never really did work and in works lesson in a childhood track suitability I mean in the old world you had huge load of criteria where you have to touch your employees how are the communication skills teamwork skills customer orientations thinking strategic yeah 20 I saw an organization had one happened 50 criteria where the mentions Gail every employ 150 criteria that might work to a certain extent in a very static world but in a world of complexity and uncertainty in constant change that cannot work right so um so let's have a look how things must change when we look into the future when we look in an ad child world so in the hierarchical world what did we do traditional performance appraisal we need all at once I was one meeting in January and we look at everything to achieve results on everything in an ad child world we will be much more focused separated to give you an example very concrete example this is what many organizations do they say okay we have a distribution in our organization with regards to performance we have some C players we have many B players and we have some a players and the curve goes like this if you don't hire the people randomly and you have a crew of like this is there any reason to look at the C players and at the a players all at once at the same point of time the answer is clearly no and you should not I mean think about football yeah first yellow card second yellow card gone you get traumatically hurt your performance breaks down leave the playing field in football you would not wake until it's January or the end of the game saying hey that was worse when it comes to see players when it comes to low performance you should act instantly yeah so being sick is not the opposite of being wait until cheer and then different and she's happy so that's a different story even we talk about same continuum this is a different different story with different actions on different point of times than identifying their players one time gonna separate the things that's what I mean the things individually every man should talk to their employ individually hey the old traditional way as well one one meeting in the future we do things social that means I meet more and more organization who do this performance Bray's what kind of performance appraisal in a team setting yeah and every employee has this on him board and every employee can make notes about every other employee on the pin for him they jointly talk about it hey I once had a conversation with a CEO so I asked him but in the last year I has every CEO what do you think about performance appraisal there was one saying it's totally important performance of race that's very important because if you take performance seriously you have to have a performance review I say yes but why do you hide this discussion into this one-time event somewhere hidden in the manager's office if you take performance eriously talked about it in the team right that's a different story different technique and things get social here I observe is more in bow also when it comes to learning things become soft yeah this is the old textbook style of learning and development learning and training individual learning managers trainers of trainers they are the teachers it's very often off the job it's really planned former ordered you have to do this long cycle every year think about which training is required you come very much from the requirements the chop related requirements you have to become better in Excel or you're not good enough in exel so here is my job we hope for a kind of learning transfer that the learning is transferred into practice why in a head child world it's it's it's this Plus this right it's that we much more learn socially in team settings joint settings yeah as we do in the NBA but yeah you learn from and with others on the job on demand you learn when you need to learn it well it's much more informal learning it's much more intuitive and I learned something because I think I need to learn it in short cycle and the most tribal is not that you don't fit to requirements and most important driver is you call your city and the feeling of uncertainty yeah and very important in a natural world work means is equalled learning yeah learning means to become better in something didn't have a solution now we have a solution what did you do you learned yeah in science we didn't have any insights on this now we have insights that's your work to come from here to there what did you do you learn that it's not that you leave the organization on something and come back yeah working means learning and that's really social yeah it's customer employee driven so okay employee driven and in in very hierarchical worlds talent identification works like this there is the employee and there is a supervisor the supervisor says we earned your good yeah I'd like to nominate you for the talent pool now for this target position is something above right and ultimately there are some designers and talk man make a decision whether bird should become part of the talent pool the problem is that the supervisor has no clue about this position because he is level of how should he know and and also the supervisor becomes the bottleneck for the employee the sompob supervise does not understand that you are a hero sure gone right so in an ad shot world employees take over responsibility it has an employee I don't need the supervisor at all I simply talk to somebody what we named one more organization kind of telling manager a talent manager a former see only the former executive board member I consider myself being a talent we have a conversation coaching and then he is closely linked to the deciders and then if the desire is increased then the employee becomes part of the talent pool for some target position totally different process driven by the employee without any responsibilities for the supervisor maybe the employ talks with a supervisor later on that's right of course but but he has no crucial role on this right or let's talk about here a feedback to put it very extreme that to put it really extreme this is how it works in hierarchical world here is the employee he's doing something and the some of the work in the department yeah makes up the product right and the product went to the client and then the client gives feedback but not to him or her but to management yeah and then it goes down the hierarchy so there is another professor professor who's you said hierarchies are to avoid linkage to avoid networks and to avoid customer contact that's that's a very extreme point of view but that's what this picture means you separate the employee from the customer right that's fine for many areas no doubt about it you don't want every employee death in touch to the time some some business that's fine but in an odd child world new product development very innovative world's things work different now just think about being an employee having an idea what do you do you have an idea you were with a customer you had a project with a customer you come back to your office and I have a strong idea what do you do you will act differently in a hierarchical woven in the HR world in a hierarchical world you have this idea you talk to your manager saying well I have an idea the manager talks an extra - whatever and then and then they they they track they they put they they put the idea - to this unit where they think this is this unit is in charge of this idea what happens to your idea nothing yeah yeah mostly nothing there's this quote if you want to kill an idea bring it into a meeting yeah yeah or or into a committee then it get ultimately killed so we know from very innovative organizations that if you have an idea do it the other way talk to some potential supporters in the organization informally yeah have coffee breaks together I have an idea what do you think for her and bring it to a level of maturity without needing any resources yeah once you have a certain level of maturity once you have a certain amount of supporters then you might transport it to the next level but the ultimate rule is act in the underground as as possible right and once you need resources from some enablers inside the organization which between many cases people in management you work in the teams on your idea in direct customer contact this is what this is what you find in a child organization of immediate contact to the customer internally supported with resources and and everything so objective setting performance appraisal works totally different here you don't want to get a feedback from your manager you want a feedback from the customer and that's a different story okay um so and that also applies inside teams when we zoom into these different teams also say they give feedback in direct touch as I already have mentioned so we also find that things become more qualitative and open I find more organizations who get rid of this various well structured 100 criteria on very pretty fine scale I just have a very book okay burned let's talk about what is one thing where you want to get better next year let's write it on this piece of paper and keep it and put it out in the year we don't put it to HR oh so you write it on a piece of paper put in an envelope you want to get for security reason yes so also home by the employees it's it's BFI normal organization say we don't want HR that they get all this information why the hell should they get these yeah let's leave these things with the people who are in charge of their development and the objective and their performance okay so to sum it up number one it's a system right as I told you it's not a meeting it's not a one-time incident it's the system when we talk about performance appraisal and it's that first thing of the results are not of the tool thinking of tools HR thinking things thinking of results it's more appropriate and be clear about who is the customer for whom do you do this and mixed-messages don't help they're the people account them so then consider internal conditions I had talked about three different layers organizations supervision and work and I told you that even under hierarchical conditions the classical performance appraisal did not fully work we notice since years since decades it was also always strong criticism around performance of race but in an agile environment traditional performance of bracelet does not it's simply over here so a chilly requires focused as I told you social open approaches driven by employees and customer and finally but I don't write it here down is right I know a lot of HR departments who are fighting for acceptance I told them as long as you do silly things you never get the acceptance so let's have a different perspective on this so many things for your attention you

Channel: Armin Trost

Views: 81,097

Rating: 4.9061584 out of 5

Keywords: Performance Appraisal, performance review, agility, human resource management, hr, hrm, objective setting, work, hierarchy, leadership, performance management, agile hr, organization, douglas mcgregor, learning, development, talent management, hris

Id: HbuOdOSB2ZM

Length: 53min 28sec (3208 seconds)

Published: Sun Jun 01 2014