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Marco Calzolari
@marcocalzolari
@agilereloaded
INTELLIGENZA
ORGANIZZATIVA
VENEZIA – Sep 16, 2017
PERFORMANCE E POTENZIALE 

DELLE PERSONE: QUANTIFICARE
IL NON MISURABILE
PEOPLE PERFORMANCE AND POTENTIAL: 

QUANTIFICATION OF NON-MEASURABLE
2
The way in which someone or something
functions.
— The American Heritage Dictionary of the English Language
PERFORMANCE
3
PERFORMANCE APPRAISAL
… a method by which the job performance of
an employee is documented and evaluated.
Performance appraisals are a part of career
development and consist of regular reviews of
employee performance within organizations.
— Wikipedia
4
The Annual Performance
Appraisal System
5
6
7
8
_Photo by Jeremy Bishop on Unsplash_
CREATING ADDING VALUE
9
10
SOLVING PROBLEMS

AVOIDING RISKS
INSPECT AND CONTROL
11
_Photo by Patryk Grądys on Unsplash_
12
Rules of conduct
Policy manuals
Time clocks and leave approvals
Award and incentive pay
Suggestion programs
13
_Photo by roya ann miller on Unsplash_
14Human nature generally answers
external coercion with a
countercoercion. It seeks its
satisfaction not in rewards for
obedience and docility, but aims to
prove that its own means of
power are stronger.
— Alfred Adler
— The Individual Psychology of Alfred Adler, 1964
15
_Photo by Mayowa Koleosho on Unsplash_
More control
๏ Mandatory
๏ Documented
๏ Administered by Management
๏ Holds people accountabile for past goals
๏ Requires signature
๏ Is tied to decision about pay, 

advancement, promotion, layoff
Decisions 17
๏ Developing employees
๏ Goals setting and motivating
๏ Learning through feedback
๏ Rewarding the best
๏ Addressing the week
๏ Identify Talent
๏ Determining internal suitability
_Photo by Victoria Heath on Unsplash_
Questions 18
๏ How am I doing?
๏ How do I compare to others?
๏ Am I promotable?
๏ Where I will be if the downsizing comes?
๏ Where I will be if the company grows?
_Photo by Bench Accounting on Unsplash_
A performance appraisal is
about believing that 

others hold the secret 

to your own worth.
— Dick Richards

— Artful Work
19
_Photo by Jay Wennington on Unsplash_
_I Love Lucy - Job Switching (1952) _
_https://www.youtube.com/watch?v=8NPzLBSBzPI _
WORLD OF WORK IT’S EVOLVING
22
_Photo by Clint Adair on Unsplash_
We live our lives in web 

of interdependence 

and yet we keep telling
ourselves that we are
independent.
— Peter Scholtes
—
23
24
Employees’ risks are hidden. 

…small variations make them
adapt and change continuously by
learning from the environment
and being, sort of, continuously
under pressure to be fit.
— Nassim N. Taleb
— Antifragile: Things That Gain from Disorder
25
_Photo by Crew on Unsplash_
26
_Photo by Jesus Hilario H. on Unsplash_
Improving the individual’s
performance will improve the
performance of the system
27
94%

Belongs to the system 

(responsibility of management)
6% 

Special

– W. Edwards Deming

Out of the crisis:
Assumption:
It is possible to adequately
distinguish and individual’s
performance from the situational
constraints (the system)
28
X + (YX) = individual performance outcome

X = the contribution of the individual,

Y = the effect of the system
– W. Edwards Deming

The New Economics
Assumption:
Supervisors and raters are fair,
objective, and unbiased.
29
Assumption:
Employees’ performance follow a
normal distribution curve.
30
_ The Myth Of The Bell Curve: Look For The Hyper-Performers - http://bit.ly/2f2QFVY _
Assumption:
Rating and ranking are 

effective motivational and
coaching tools.
31
0
25
50
75
100
PERCEIVED RATED
_Leanne E. Atwater, “The Advantages and Pitfalls of Self-Assessment In Organizations” (1998)_
Assumption:
Rating and ranking are 

effective motivational and
coaching tools.
32
0
25
50
75
100
PERCEIVED RATED
_Jone L. Pearce and Lyman W. Porter, “Employee Responses to Formal Appraisal Feedback” (1986)_
Assumption:
33
Evaluation or Judgement?
The role of judge 

and the role of
counsellor are
incompatible.
— Douglas McGregor

— The Human Side of Enterprise 1960
35
36
37
Positive feedback 

Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)

It’s conveying information that something was done
incorrectly or inadequately
feedback
38
feedback
Positive feedback 

Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)

It’s conveying information that something was done
incorrectly or inadequately
_Photo by Ray Hennessy on Unsplash_
There’s feedback all around
you – if you pay attention. 

If you’re not getting enough
feedback, ask for it.
— Anne Saunier 

— (Fast Company)
39
_Photo by Ray Hennessy on Unsplash_
40
Effective 

Feedback
๏ Credible source
๏ Trustworthy
๏ Good intentions
๏ Appropriate timing and circumstances
๏ Personal and interactive
๏ Clear message
๏ Helpful
_Photo by Ray Hennessy on Unsplash_
Performance e potenziale delle persone: quantificare il non misurabile
42
_Photo by Angela Hobbs on Unsplash_
Praise is evaluation and jugment
Praise is a form of giving status
Focus on praise rather than the goal
It’s used to sugarcoat blame
Put distance between people
Tends to terminate rather than 

encourage communication
43
positive feedback can 

be de-motivating
44
MOTIVATION
No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
45
No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
46
47
— Alfie Kohn at The Oprah Show
— The Edward Deci experiment
_ https://www.youtube.com/watch?v=_6wwReKUYmw_
48
Money is not a motivator

but it is a powerful 

de-motivator
49
Money is not a motivator

but it is a powerful 

de-motivator
C B A
💶 💶 💶
💶
50
Money is not a motivator

but it is a powerful 

de-motivator
C B A
💶 💶 💶
Rewarding contribution

Avoiding demotivation
The “Equity Effort”
✓ What we put in (inputs)
✓ What we get (outputs)
✓ Compared to the inputs and
outputs of other people similarly
situated.


— Jerald Greenberg and Robert A. Baron

— Behavior in Organizations, 1995
51
52
How can we have a
highly motivated
workforce?
_ http://omoss.io/work/verizondoor_
If you want people to do a
good job, give them a good job
to do.
— Frederick Herzberg
— Workers’ Needs: The Same Around The World
53
54
Motivation is the desire
someone has to do something,
and no one can create that
desire in another human
being.
55
_Photo by Clark Tibbs on Unsplash_
Performance e potenziale delle persone: quantificare il non misurabile
57
By simply looking

at something that somebdoy
has done… that seems to be
quite sufficienct to
dramatically improve people’s
motivations.
— Dan Ariely
— What Makes Us Feel Good About Work
— TEDx RiodelaPlata 2012
58
59
How to pay people?
60
_Photo by Marco Calzolari :-)_
61
People tend to think about what
they don’t have.
“Do everything in your power 

“to help them put money 

“out of their minds.”


— Alfie Kohn

— Punished by Rewads
_Photo by Cameron Stow on Unsplash_
62
_ http://www.savagechickens.com/2017/05/the-corporate-goals.html_
63
GOALS
_Photo by Glen Carrie on Unsplash_
A goal creates a focus, 

but also blind spots
64
65Goals can be motivating when 

there is acceptance and
commitment.
Participation in goal setting can
increase acceptance but
acceptance does not assure
commitment.
Acceptance cannot be forced—it
must be genuinely voluntary to be
effective.
66
_Photo by Roger Steinbacher on Unsplash_
Performance e potenziale delle persone: quantificare il non misurabile
Performance e potenziale delle persone: quantificare il non misurabile
Performance e potenziale delle persone: quantificare il non misurabile
Performance e potenziale delle persone: quantificare il non misurabile
71
Choice
_Photo by Roger Steinbacher on Unsplash_
Choice has the power to unleash the
imagination of a hamstrung work
force, stimulate growth, foster
creativity, enhance personal worth,
fulfill dreams, or realize the things we
hold to be self-evident.
72
— James Morrison
— The Stuff Americans Are Made Of
Real choice builds and binds.
It fosters respect and enhances
loyalty. Choice guarantees
engagement—the precondition for
sustaining performance.
73
— James Morrison
— The Stuff Americans Are Made Of
74
_Photo by Lukas Robertson on Unsplash_
75
_Photo by Charlotte Coneybeer on Unsplash_
The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds – 

with no programs.


— Daniel Quinn

— The story of B
76
_Photo by JC Dela Cuesta on Unsplash_
The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds – 

with no programs.
Marco Calzolari
@marcocalzolari
@agilereloaded
PERFORMANCE E POTENZIALE DELLE PERSONE:
QUANTIFICARE IL NON MISURABILE
VENEZIA – Sep 16, 2017
Performance e potenziale delle persone: quantificare il non misurabile

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Performance e potenziale delle persone: quantificare il non misurabile

  • 1. Marco Calzolari @marcocalzolari @agilereloaded INTELLIGENZA ORGANIZZATIVA VENEZIA – Sep 16, 2017 PERFORMANCE E POTENZIALE 
 DELLE PERSONE: QUANTIFICARE IL NON MISURABILE PEOPLE PERFORMANCE AND POTENTIAL: 
 QUANTIFICATION OF NON-MEASURABLE
  • 2. 2 The way in which someone or something functions. — The American Heritage Dictionary of the English Language PERFORMANCE
  • 3. 3 PERFORMANCE APPRAISAL … a method by which the job performance of an employee is documented and evaluated. Performance appraisals are a part of career development and consist of regular reviews of employee performance within organizations. — Wikipedia
  • 5. 5
  • 6. 6
  • 7. 7
  • 11. INSPECT AND CONTROL 11 _Photo by Patryk Grądys on Unsplash_
  • 12. 12 Rules of conduct Policy manuals Time clocks and leave approvals Award and incentive pay Suggestion programs
  • 13. 13 _Photo by roya ann miller on Unsplash_
  • 14. 14Human nature generally answers external coercion with a countercoercion. It seeks its satisfaction not in rewards for obedience and docility, but aims to prove that its own means of power are stronger. — Alfred Adler — The Individual Psychology of Alfred Adler, 1964
  • 16. More control ๏ Mandatory ๏ Documented ๏ Administered by Management ๏ Holds people accountabile for past goals ๏ Requires signature ๏ Is tied to decision about pay, 
 advancement, promotion, layoff
  • 17. Decisions 17 ๏ Developing employees ๏ Goals setting and motivating ๏ Learning through feedback ๏ Rewarding the best ๏ Addressing the week ๏ Identify Talent ๏ Determining internal suitability _Photo by Victoria Heath on Unsplash_
  • 18. Questions 18 ๏ How am I doing? ๏ How do I compare to others? ๏ Am I promotable? ๏ Where I will be if the downsizing comes? ๏ Where I will be if the company grows? _Photo by Bench Accounting on Unsplash_
  • 19. A performance appraisal is about believing that 
 others hold the secret 
 to your own worth. — Dick Richards
 — Artful Work 19 _Photo by Jay Wennington on Unsplash_
  • 20. _I Love Lucy - Job Switching (1952) _ _https://www.youtube.com/watch?v=8NPzLBSBzPI _
  • 21. WORLD OF WORK IT’S EVOLVING
  • 23. We live our lives in web 
 of interdependence 
 and yet we keep telling ourselves that we are independent. — Peter Scholtes — 23
  • 24. 24 Employees’ risks are hidden. 
 …small variations make them adapt and change continuously by learning from the environment and being, sort of, continuously under pressure to be fit. — Nassim N. Taleb — Antifragile: Things That Gain from Disorder
  • 26. 26 _Photo by Jesus Hilario H. on Unsplash_
  • 27. Improving the individual’s performance will improve the performance of the system 27 94%
 Belongs to the system 
 (responsibility of management) 6% 
 Special
 – W. Edwards Deming
 Out of the crisis: Assumption:
  • 28. It is possible to adequately distinguish and individual’s performance from the situational constraints (the system) 28 X + (YX) = individual performance outcome
 X = the contribution of the individual,
 Y = the effect of the system – W. Edwards Deming
 The New Economics Assumption:
  • 29. Supervisors and raters are fair, objective, and unbiased. 29 Assumption:
  • 30. Employees’ performance follow a normal distribution curve. 30 _ The Myth Of The Bell Curve: Look For The Hyper-Performers - http://bit.ly/2f2QFVY _ Assumption:
  • 31. Rating and ranking are 
 effective motivational and coaching tools. 31 0 25 50 75 100 PERCEIVED RATED _Leanne E. Atwater, “The Advantages and Pitfalls of Self-Assessment In Organizations” (1998)_ Assumption:
  • 32. Rating and ranking are 
 effective motivational and coaching tools. 32 0 25 50 75 100 PERCEIVED RATED _Jone L. Pearce and Lyman W. Porter, “Employee Responses to Formal Appraisal Feedback” (1986)_ Assumption:
  • 34. The role of judge 
 and the role of counsellor are incompatible. — Douglas McGregor
 — The Human Side of Enterprise 1960
  • 35. 35
  • 36. 36
  • 37. 37 Positive feedback 
 Occurs when one is told he has done something well or correctly Negative feedback (not criticism)
 It’s conveying information that something was done incorrectly or inadequately feedback
  • 38. 38 feedback Positive feedback 
 Occurs when one is told he has done something well or correctly Negative feedback (not criticism)
 It’s conveying information that something was done incorrectly or inadequately _Photo by Ray Hennessy on Unsplash_
  • 39. There’s feedback all around you – if you pay attention. 
 If you’re not getting enough feedback, ask for it. — Anne Saunier 
 — (Fast Company) 39 _Photo by Ray Hennessy on Unsplash_
  • 40. 40 Effective 
 Feedback ๏ Credible source ๏ Trustworthy ๏ Good intentions ๏ Appropriate timing and circumstances ๏ Personal and interactive ๏ Clear message ๏ Helpful _Photo by Ray Hennessy on Unsplash_
  • 43. Praise is evaluation and jugment Praise is a form of giving status Focus on praise rather than the goal It’s used to sugarcoat blame Put distance between people Tends to terminate rather than 
 encourage communication 43 positive feedback can 
 be de-motivating
  • 45. No controlled study has ever found long-term enhancement in the quality of people’s work as a result of any kind of rewards or incentive program. — Alfie Kohn and Jennifer Powell — How incentives undermine performance 45
  • 46. No controlled study has ever found long-term enhancement in the quality of people’s work as a result of any kind of rewards or incentive program. — Alfie Kohn and Jennifer Powell — How incentives undermine performance 46
  • 47. 47 — Alfie Kohn at The Oprah Show — The Edward Deci experiment _ https://www.youtube.com/watch?v=_6wwReKUYmw_
  • 48. 48 Money is not a motivator
 but it is a powerful 
 de-motivator
  • 49. 49 Money is not a motivator
 but it is a powerful 
 de-motivator C B A 💶 💶 💶
  • 50. 💶 50 Money is not a motivator
 but it is a powerful 
 de-motivator C B A 💶 💶 💶 Rewarding contribution
 Avoiding demotivation
  • 51. The “Equity Effort” ✓ What we put in (inputs) ✓ What we get (outputs) ✓ Compared to the inputs and outputs of other people similarly situated. 
 — Jerald Greenberg and Robert A. Baron
 — Behavior in Organizations, 1995 51
  • 52. 52 How can we have a highly motivated workforce? _ http://omoss.io/work/verizondoor_
  • 53. If you want people to do a good job, give them a good job to do. — Frederick Herzberg — Workers’ Needs: The Same Around The World 53
  • 54. 54 Motivation is the desire someone has to do something, and no one can create that desire in another human being.
  • 57. 57
  • 58. By simply looking
 at something that somebdoy has done… that seems to be quite sufficienct to dramatically improve people’s motivations. — Dan Ariely — What Makes Us Feel Good About Work — TEDx RiodelaPlata 2012 58
  • 59. 59 How to pay people?
  • 61. 61 People tend to think about what they don’t have. “Do everything in your power 
 “to help them put money 
 “out of their minds.” 
 — Alfie Kohn
 — Punished by Rewads _Photo by Cameron Stow on Unsplash_
  • 64. A goal creates a focus, 
 but also blind spots 64
  • 65. 65Goals can be motivating when 
 there is acceptance and commitment. Participation in goal setting can increase acceptance but acceptance does not assure commitment. Acceptance cannot be forced—it must be genuinely voluntary to be effective.
  • 72. Choice has the power to unleash the imagination of a hamstrung work force, stimulate growth, foster creativity, enhance personal worth, fulfill dreams, or realize the things we hold to be self-evident. 72 — James Morrison — The Stuff Americans Are Made Of
  • 73. Real choice builds and binds. It fosters respect and enhances loyalty. Choice guarantees engagement—the precondition for sustaining performance. 73 — James Morrison — The Stuff Americans Are Made Of
  • 76. The world will not be saved by old minds with new programs. If the world is saved, it will be saved by new minds – 
 with no programs. 
 — Daniel Quinn
 — The story of B 76 _Photo by JC Dela Cuesta on Unsplash_
  • 77. The world will not be saved by old minds with new programs. If the world is saved, it will be saved by new minds – 
 with no programs. Marco Calzolari @marcocalzolari @agilereloaded PERFORMANCE E POTENZIALE DELLE PERSONE: QUANTIFICARE IL NON MISURABILE VENEZIA – Sep 16, 2017