Performance Enablement Assessment
This assessment helps you understand where your organization sits on the spectrum from Traditional Performance Management to modern Performance Enablement. Answer each question honestly by selecting the option that best describes your current practices.
Section 1 of 4
Paradigm
Traditional PM
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Performance Enablement
Motivate employees by coercing them and forcing compliance with policies and practices (e.g., performance monitoring, evaluation, P4P).
Motivate employees by enabling them through alignment, commitment, coaching, support, and development.
Please select an option before continuing.
Section 2 of 4
Purpose
Traditional PM
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Performance Enablement
The purpose of our process is to evaluate and differentiate employees to P4P.
The purpose of our process is to enable individual and organizational progress and performance.
Please select an option before continuing.
Section 3 of 4
Principles
Traditional PM
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Performance Enablement
We cascade goals to create alignment at each level.
Company goals provide general direction to help employees set goals.
Traditional PM
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Performance Enablement
Alignment is created by tying ratings and rewards to goal achievement.
Alignment is created by helping employees understand the broader context for their goals.
Traditional PM
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Performance Enablement
PM is a calendar-driven process. Goals set at the beginning and evaluated at the end of year.
Goals are flexible and agile, allowing priorities to shift as circumstances change.
Traditional PM
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Performance Enablement
We set individual goals, and reward individual performance.
Goals and rewards focus not just on individuals but also on collective accomplishments.
Traditional PM
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Performance Enablement
Focused on monitoring performance, ensuring that employees don't get off course.
Positive, enabling, and supportive approach.
Traditional PM
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Performance Enablement
Feedback is focused on weaknesses and gaps to improve performance.
Feedback is focused on strengths and progress to drive engagement and support.
Traditional PM
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Performance Enablement
The process is complex because we need to justify and defend personnel decisions.
The process is simple and occurs in the flow of work to drive performance.
Please answer all questions before continuing.
Section 4 of 4
Practices
Traditional PM
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Performance Enablement
Goals specify what is expected.
Goals reflect stretch achievements meant to energize and challenge employees.
Traditional PM
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Performance Enablement
Feedback looks backward to keep score and justify ratings and rewards.
Feedforward and coaching is provided to optimize future performance.
Traditional PM
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Performance Enablement
Feedback is provided during periodic, scheduled reviews.
Feedback is always on; provided during regular 1:1s, team meetings, and through other means.
Traditional PM
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Performance Enablement
Feedback only comes from the manager.
Feedback may come from your manager, peers, other managers, or customers.
Traditional PM
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Performance Enablement
Development is not a central part of the process.
Development is an integral part of the process.
Traditional PM
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Performance Enablement
We believe manager ratings are accurate and unbiased (the best measure).
We realize that manager ratings are flawed and we take extra steps to maximize accuracy (e.g., training, calibration, clearly defined anchors).
Traditional PM
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Performance Enablement
Strong individual P4P program (e.g., focus on differentiation, variable pay).
Focus is on paying fairly, leveraging team rewards, and rewarding exceptional performance.
Traditional PM
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Performance Enablement
We believe in P4P and put more money in variable pay components; reward differentiation at all levels.
We put more money in base pay and ensure that top talent is paid exceptionally well.
Traditional PM
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Performance Enablement
We focus heavily on cash rewards.
We use other, noncash rewards to recognize talent.
Please answer all questions before continuing.
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out of 60 points
Scoring Guide
20–30 Points
You have a very traditional process that would greatly benefit from modernization. You are likely suppressing performance, rather than enabling it.
30–40 Points
You are moving in the right direction, but you could benefit from re-examining your Paradigm, Purpose, Principles, and Practices to ensure you are optimizing performance in your company.
40–60 Points
Congratulations! You are well on your way to Performance Enablement.
Score by Category
Assessment Results
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