the team had to truly adopt a growth mindset itself . We decided to focus on progress , not perfection , and to build in a lot of feedback loops along the way so we could learn and adjust along the way .
As we prepared for our first annual review cycle as the new company , we realized a bold move was required in order to drive the kind of culture we were building together . So with CEO Dion Weisler ’ s full support , we eliminated ratings and rankings , which were a symptom of a fixed mindset . Ratings had become demotivating , making employees feel not good enough . Fear of a low rating was preventing employees from taking on new roles or taking risks — a real inhibitor of growth . The system had become , as one manager described it , a destructive dinosaur .
Ratings try to make a science out of an art , and we want to bring back the art of good performance management . So we kept the year-end evaluation process , but adapted it by training and coaching employees and managers to focus their assessments on what ’ s working , how they can improve , and what ’ s next . The goal is to change the conversation from employees ’ scores to their contribution .
The annual review process models the type of conversations we want employees and managers to have more frequently throughout the year . There ’ s still work ahead to build the discipline of regular feedback and development conversations . As this becomes a more consistent practice , it will help the growth mindset take hold .
Though the change is still in process , early results look good . Comments on related articles and in our training surveys have been overwhelmingly positive . As an employee posted , I haven ’ t heard one employee complain that the ratings have been removed from the process .
And in a global survey of managers , 80 percent agreed that the changes to performance management will support personal growth and development , helping to drive a culture of innovation at HP . While the change sounds good , we should expect some bumps along the way . This is a big change for employees and managers and we will have to work through the process over the next couple of years to ensure we are still able to reward and develop our people in the most effective way .
3 . Guide how the work gets done
The HP Way has long set the tone for the company ’ s culture . At its foundation , it calls for respect , integrity , teamwork , and innovation , among other core values . Building
on the HP Way , we have defined practices and principles to guide employees as they go about their work . These will be shared early in the new year , helping to set expectations for how we work with each other when we ’ re at our best .
Among these practices are a few that reinforce a growth mindset :
• Anticipate , learn , adapt : Don ’ t stagnate . The technology industry doesn ’ t allow for complacency . Proactively seek what ’ s next and understand what customers need , build your skills , be flexible , and resilient . In other words : Have a growth mindset .
• Make bold moves : Take informed risks , and dare to disrupt . It ’ s the big ideas that help us make big leaps forward . When those bold moves are successful , great !
When they ’ re not , we want to be a company that shakes it off and asks , What did we learn ?
• Connect , coach , empower : It ’ s not just about having a growth mindset for yourself , it ’ s about believing in the potential of your team and colleagues , and helping them learn and succeed , too .
Commit to change
Changing a culture requires much more than a launch-and-leave approach . We know we need to incorporate a growth mindset into all areas of our business .
It helps to have support from the top .
Dion talked about the importance of a growth mindset at a recent all-employee meeting . He ’ s one of many leaders who are making time to discuss the growth mindset and share his personal journey , helping employees understand what ’ s expected and why we have embraced this approach .
Employees also get regular reinforcement in companywide communications . The Daily Inc ., HP ’ s internal news portal , has published multiple stories about the topic . We also keep it interactive . We recently designed a quiz ( What ’ s your mindset ?) that sparked lively conversations among employees on the company ’ s social platform .
For me , that ’ s one of the most exciting parts of this transformation : Employees are helping to drive and shape it . The growth mindset premise resonates because we all want to grow , improve , and succeed without fear of failure or judgment .
So to the manager who said , Thank you for this change , I say , Thank YOU for this change . This isn ’ t something you do to employees . It ’ s something you do with them . •
Tracy Keogh has worldwide responsibility for HP ’ s strategic human resources activities , employee communications and social responsibility initiatives . She leads all aspects of HR .
8 Innovation Journal · Issue 5 · Winter 2016