KPIs for cross-functional self-managing team members

The individual performance appraisal of scrum product team members has always been a very heated topic in the agile circle, because it is an unresolved industry problem so far. The main reasons for the difficulty are:

1. Traditional functional managers no longer engage in transactional management work in the self-management team, and members’ personal work conditions are dimmed
2. In the traditional functional assessment method, the departmental KPIR does not target a specific product, and there is no basis for scoring
3. Individuals in cross-functional teams are often working outside departmental walls
4. It is impossible to objectively and quantitatively measure individual contributions

As an agile practitioner, I have been trying different methods from 2006 to now, from 360 assessment to OKR, and I always feel that something is almost missing. Moreover, the results of various performance appraisals often make everyone, including managers and team individuals, very frustrated. It wasn’t until I read Daniel Pink’s “Driver” that I suddenly realized that performance appraisal should not be used to motivate organizational members? Then why are the existing performance appraisal methods often anti-incentives? Shouldn’t the self-management team know the individual contributions of the team members best? Does that mean that the performance appraisal of the Scrum team should actually be done by the team members themselves? Let them divide the year-end bonus directly? Will you fight and go to the hospital?

I found some answers in another book “Happiness Leadership”, which may become a new idea for performance appraisal of self-managed cross-functional teams. Welcome to share your views with me.

Activity form: Remote live broadcast sharing + interactive communication of Tencent Conference, it is recommended to download the client in advance

Event time: January 23, 2022, 19:00 – 21:00

Number of people: limited to 300 people

Activity fee: free