What does Ellyn Shook mean by an \"Endless Conversation\"? What is the downside

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What does Ellyn Shook mean by an "Endless Conversation"?
What is the downside to changing to this model in the workplace?
Would this work in your organization? Why or why not? Article Prepared by Maria Nathan, Lynchburg College The Endless Conversation approaches n place of traditional performance But are they really working? And what's the best approach? JULIE COOK RAMIREZ want to work for "an organization that helps them achieve their Learning Outcomes Aer reading ahis article, yoes will be able o clear limitarions Understand how technology can be used to improve the team delved into what that meant, researching what pactices, appraisal has some if any, were already being used in the marketplace. They then took those insights and went about revolutionizing the way the firm assesses and develops its 336,000 employees At the heart of the revolution was a seismic shift from performance management to what Shook calls performance achievement "Performance achievement is about putting our people front Ellyn Shook assumed her post as chief human and cenier," says Shook. "lt's about giving people the opportu- resources officer in the Minncapolis ofice of Accea nity to set priorities on a real-time basis and get feedhack on- ture in March 2014, she was intent on shaking demand, which not only entails telling them how they are doing things up at the glohal management-consulting, technology as it relates to their priorities, but also how to move forward services and outsourcing firm. Long opposed to the conceptUnder the new approach, which just rolled out in Septem- of performance ive to the "holy grail" of unlocking human potestial Shook frequent, infonmal, real-time conching di dove deep into the firm's talent strategy, challenging conven- of formal performance reviews or rankings. These conversa- dional wisdom. She determined Accenture had long embraced tions are intended to occur naturally, whenever a suitable occa- performance-management process that focused on looking sion arises,. Managers can initiate such a discussion following backwards, the exact opposite of the direction she wanted to completion of a project or whenever they want to commend an ake the future-oriented company h she says is counterineul- ber, Accenture is focusing on performance conversations- employee for a job well-done or make suggestions for ways Ir you look at how dynamic the context is in which we to improve his or her performance. Likewise, employees are are working, how quickly our clients' businesses are changing. encouraged to ask for feedhack to ensure they are progressing how the whole digital revolution is changing the way people in the right direction. work and live, it was those drivers that made us realize weAccording to Ravin Jesuthasan, global leader of talent man- needed something that was much more dynamic," says Shook agement and managing director in the Chicago office of Tow- Instead of urying to fix something we weren't happy with, we ers Watsos, companies would be wise to incorporate more decided to recreate our own future Secling to learn what Accenture employees-and the pub- processes real-time conversations into their e at large-would like to see in an employer, Shook and her "If you look at all the HR programs and processes set ost to "crowdsource the employee experience," as she formance management is the one where there is the Reaching out to Accenture employees and people who hope and expectation, but the one that consistendy i e company on social media, they learned individuals deliver" says Jesutbasan. Companies are saying. "We war

Explanation / Answer

Ans:

1.      Endless conversation is a concept of engaging employees in regular performance related discussions. This is to provide feedback to the employees on regular, real time basis and on demand to identify their strengths and weaknesses. This would help them improving their weak performance areas and help them in their progression by taking initiatives to improve on ongoing basis. This is a shift in approach from performance management to performance achievement and based on the idea that people are able to set their priorities and measure the performance on ongoing basis.

2.      It requires building managers’ capabilities to provide feedback on regular and real time basis. It requires developing these skills by providing them continuous trainings and developing a culture in the organization. This is a shift in the approach and overall culture of the organization which is time taking and cannot be build overnight.

3.      This is a new dynamics in HR practices and this would work in an organization as it would give an opportunity to the people to develop themselves and achieve their expectations by getting performance feedback on regular and real time basis. This would help the people to know where they are standing in terms of their performance, what they are doing well and where do they require to improve. They would strive to achieve the excellence and this would be beneficial to the both employee as well as the organization.

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