Agile Team Performance Management
summary
Argues that yearly appraisals are broken and proposes a holistic agile performance system that unbundles feedback and compensation, collects feedback continuously (monthly or per-sprint), and combines intrinsic and extrinsic goals. Recommends measuring product outcomes (example: reduce a 96% signup dropout rate), using team-level metrics like Metacritic-style scores, job‑crafting for personal objectives, and mechanisms such as profit‑sharing or Google’s 20% time. Warns against GE‑style forced ranking (bottom 10%) and pushes teams to own both process and product.
AI-written summary · about
chapters (15)
- 0:00Introduction
- 0:21Welcome
- 4:11Emerging Trends
- 5:05Current Issues
- 7:38Knowledge Workers
- 10:38Generational Trends
- 21:54Learning Progression
- 25:12Personal Objectives
- 28:04Intrinsic Motivations
- 32:30Goals
- 34:39Extrinsic
- 36:52Inclusive
- 38:38Intrinsic
- 39:53Quad Ability
- 46:07Summary
related talks
32mAgile HR & Leadership
44mPerformance Management: the new team responsibility
15mBuilding high performing teams
02mFor Agile to work you need to get measurable feedback
41mRethinking Measurement for High-Performing Teams
24mHow To Manage Performance Like a Product
42mMeasuring Agile success
34mFor effectiveness, Agile was never the answer