More and more companies are questioning their traditional performance appraisal systems. Managers and employees doubt the usefulness of this annual procedure. Performance appraisals are considered a tiresome exercise and puts human resources work in a negative light.

No one doubts the need to discuss and clarify performance expectations, to give and take feedback. And of course, companies cannot do without formal evaluations. From time to time, decisions have to be made about promotions, salary increases and the like.
At the same time, orientation is lacking when it comes to the question of meaningful alternatives. Old instruments are often replaced by new ones with little thought.

In this presentation I will show how you always have to think of alternatives with regard to the problem or the benefit and take the context into account. Using examples, I will illustrate when which instruments work and when they do not. The explanations are partly psychological and partly pragmatic.


CEOs and executives of small, medium-sized and large companies, human resources executives, HR managers and professionals, management consultants

I would like to understand better what you have in mind and what you are specifically looking for.

The End of Performance Appraisal

Why traditional performance appraisal (annually, individually, vertically) only work in an hierarchical context and what to do in an agile working environment

Never mix up Feedback, Judgement and Praise

In this little video I explain what happens, when feedback, judgement and praise are mixed up. You'll end up with judgment and negotion instead of reflection and learning.

Always start with the problem

This is an episode of my Master Course. More and more companies think about changing their performance appraisal procedure. My biggest advice: never start with the solution. Always start with the problem.