Measuring Performance Differently: From Individualism to Collective Intelligence

In most companies today, employee and manager performance is still evaluated based on rigid, often outdated criteria. Whether in large corporations or fast-growing scale-ups, annual review models are typically centered on predefined KPIs, completed projects, and sometimes, a biased perception from managers. The same questions are asked year after year, with little nuance, and much of the evaluation relies on subjective impressions.

These annual reviews, which should be an opportunity for growth, are often seen as an administrative burden, lacking relevance to truly boost performance or foster a collaborative and engaging work environment.

It’s time to rethink how we approach performance at work. It’s no longer just about individual results measured by numbers or completed projects. Today, in a context where complexity and uncertainty have become the norm, it’s necessary to implement a more holistic evaluation that integrates the concepts of collective intelligence and shared accountability.

The Limits of Current Evaluations: Unrealistic KPIs and Biased Management

The current evaluation system is often built around KPIs that are too generic or poorly adapted to the reality on the ground. The objectives set can be either too ambitious or, conversely, not challenging enough. Sometimes, they aren’t even directly linked to the actual skills employees develop in their daily work. This presents a real issue with meaning and engagement.

From the manager’s perspective, evaluations often focus on how their leadership is perceived by their teams. While this approach has some value, it remains limited and too subjective. A manager might be viewed positively by a team that achieved good results, but that doesn’t necessarily mean they have successfully developed collective intelligence or had a lasting impact on group dynamics.

A New Approach: Evaluating Managers on Their Ability to Develop Collective Intelligence

Arnaud Tonnelé*, an expert in collective intelligence, proposes an innovative approach by defining four essential pillars of intelligence: self-awareness, social intelligence, strategic intelligence, and operational intelligence. These are the very competencies on which managers should be evaluated.

• Self-awareness refers to the manager’s ability to know themselves, to be aware of their strengths and weaknesses, and to manage their emotions. A manager with strong self-awareness can create an environment where everyone can express themselves without fear, in an authentic way.

• Social intelligence relates to the ability to understand the needs, motivations, and skills of team members while fostering cooperation. This pillar is crucial for fostering a true team dynamic where everyone feels valued.

• Strategic intelligence focuses on the manager’s ability to give meaning to the company's vision and overall strategy. A good manager connects individual objectives to the organization's strategy, fostering engagement and buy-in from employees.

• Operational intelligence evaluates the manager’s ability to turn strategic vision into concrete actions. It’s about ensuring smooth project execution while maintaining a strong and collaborative team spirit.

  
  

These four intelligences form the foundation of modern leadership, where a manager’s success is no longer measured solely by their team’s individual results but also by their ability to cultivate an environment where collective intelligence can thrive.

Empowering Employees: A Key Issue

It’s not enough to evaluate managers on their ability to develop collective intelligence; employees must also play an active role in this process. Too often, the responsibility for team spirit rests solely on the manager’s shoulders, but for collective intelligence to work, employees must invest in it as well.

Employees should be evaluated not only on their individual achievements but also on their ability to:

• Support their manager in developing collective intelligence.

• Actively contribute to a collaborative environment where cooperation and mutual assistance are valued.

• Take initiatives to improve team dynamics, propose ideas, and help their peers achieve their goals.

  
  

This empowerment of employees requires a redefinition of performance: beyond mere quantitative indicators, it’s about evaluating their capacity to contribute to a larger collective, to be proactive, and to play an active role in the team’s success.

How to Reinvent Performance Evaluation?

To reinvent how performance is measured, it’s essential to rethink evaluations around these new axes. Here are a few concrete steps to achieve this:

1. Integrate Collective Intelligence Criteria: During evaluations, introduce indicators that measure both managers' and employees' abilities to collaborate, solve problems together, and learn from each other.

2. Redefine KPIs: KPIs should reflect not only individual goals but also collective objectives that encourage team spirit and mutual support.

3. Evaluate Human Development: Implement regular evaluations that measure personal development of managers and employees in areas such as emotional intelligence, communication, and conflict management.

4. Encourage 360° Feedback: Annual reviews should include feedback not only from superiors but also from peers and subordinates. This provides a more comprehensive and balanced view of performance.

5. Promote a Culture of Continuous Improvement: Instead of focusing on a single annual moment, companies should adopt a continuous approach where feedback, learning, and adjustments are constant.

   
   

In Conclusion

For HR leaders, it’s urgent to rethink how performance is evaluated in their companies. Today, simply measuring individual results through standard KPIs is no longer enough. It’s time to place collective intelligence and collaboration at the heart of evaluations, making both managers and employees accountable.

This approach would help create more stimulating work environments, where everyone feels involved in the collective success. By valuing the development of relational and strategic skills, companies will be better equipped to navigate a complex and constantly evolving world.

*Source : "Team - Building bible" by Arnaud Tonnelé, Eyrolles Edition