The Norwegian energy company Statoil, a veteran member of the BBRT community, has just announced major changes to its HR process People@Statoil. The changes include elimination of the performance rating scale as well as the annual goal setting and appraisal stunts.
The new expectation setting and feedback process will be much more continuous and dynamic, and more forward and development-oriented, focusing on people’s strengths. There will be no deadlines, and employees will be expected to more actively seek out peer feedback and drive their own development.
The equal weighting between how you deliver and what you deliver, a key principle in Statoil’s model, will remain unchanged. An even stronger integration with Statoil’s business management model “Ambition to Action” is also being explored. To support these changes, the label “Performance Management” is being abandoned in favour of ”Enabling and developing performance”.