Presented in Agile Singapore 2013 Conference
Who among you have that uneasy feeling during each and every scheduled performance appraisal? Supervisors tend to dislike it, employees are repelled by it. And yet it is still practiced. We Agile practitioners do not lack the values and principles to drive ourselves to excellent performance. And yet get de-motivated by company policies and practices that operate under false assumptions. Performance appraisals try (and fail) to provide solutions to specific areas in the world of work. Worse, it risks driving a culture of disempowerment and direct towards individualism over collaboration. What do we do instead?