IBM co-creates a radical new approach to performance management
IBM has decided to reinvent its approach to performance management. The previous, long-standing programme – with its traditional model of annual, top-down goals and a single numeric rating at year-end – no longer matched the dynamic and agile way the company now operates. Working hand-in-hand with its employees, IBM ‘co-created’ a brand new approach through an online social dialogue. The result was ‘Checkpoint’ – replete with quarterly formal feedback conversations, continuous informal feedback and an end-of-year assessment process that rates employees along five separate dimensions.
CONTENTS OF THIS 11-PAGE CASE STUDY
Researched and written by E-reward.co.uk
- Organisation profile
- Who E-reward interviewed
- IBM’s previous programme
- The journey towards Checkpoint
- The case for change
- Designing the new programme
- A co-creation approach
- Design thinking
- Overcoming scepticism
- Gathering insights and feedback
- Dealing with negative comments
- Amplifying the conversation
- Playback
- Making changes to the design
- Announcing the new programme
- The launch of Checkpoint
- Checkpoint in practice
- More regular, short-term goals
- Multiple performance ratings
- The five dimensions of performance
- IBM’S digital learning marketplace
- Guiding the feedback conversation
- The year-end assessment and rating
- Continuous feedback
- Feedback training
- Monitoring the process
- Regularly updated milestones and achievements
- Empowered managers
- A positive start
Download PDF
