Tammy Erickson’s recent blog post in the Harvard Business Review on Rethinking Performance Assessment is a spot-on article. She focuses on the value of team-based reward systems and how such systems only work if team feedback is part of the process. The article points out research suggesting that simply moving to a team-based reward system is an insufficient and possibly even counterproductive strategy — chiefly because there is no correlation between perceptions outside the team and internal team perceptions regarding individual contribution. In other words, a team’s supervisor isn’t going to know who’s working hard and who isn’t. Only the team members themselves have that kind of detailed knowledge — thus the case to build team feedback into the reward system.

Related posts:

1. Dealing with negativity in the team
2. When there’s a freeloader on your team
3. Tackling the global project problem
4. Tackling the global project problem, part 2
5. Successfully applying lessons learned