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Encouraging Year-round Adoption and Engagement of the Performance Management Process Web
 

Encouraging Year-round Adoption and Engagement of the Performance Management Process Web

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    Encouraging Year-round Adoption and Engagement of the Performance Management Process Web Encouraging Year-round Adoption and Engagement of the Performance Management Process Web Presentation Transcript

    • © 2014 TalentGuard/All Rights Reserved Kickstart 2014! Encouraging Year-round Adoption and Engagement of the Performance Management Process ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Your Presenter Linda M. Ginac President and CEO TalentGuard, Inc. Author of Fake Perfection and Professional in Career Management System ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Meet Sarah ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved A.K.A...
    • © 2014 TalentGuard/All Rights Reserved Ms. HR ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved EnergyCentral Frank Jasper Roger Smith Tracy Allen Projects & Technology Director Upstream International Director Plant Manager PROFILE Energy Company – Oil and Gas Provide petroleum and natural gas exploration and extraction technology. Public Company 1700 Employees Struggling to retain petroleum engineers and other oil and gas workers due to competition, salary hikes, and perks. Rapid International Expansion and Growth State-of-the-art Innovation Company Founded 1975 2000 2011-2014 ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Sarah received feedback from managers and employees that the performance management process is ineffective. ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved The process is antiquated and doesn’t serve the needs of the next ©2013 TalentGuard generation.
    • © 2014 TalentGuard/All Rights Reserved Let’s take a look at EnergyCentral’s current process.
    • © 2014 TalentGuard/All Rights Reserved Current Program Used Two Templates: • One for managers • One for individual contributors Manager-Driven Appraisal • No self-appraisal as part of the review program Two Areas Assessed: • Major responsibilities (generic and not reflective of role) • Behavior / Capabilities: (based on corporate values) • Five point rating scale Usage: • Used solely for annual merit increases. ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Current Program Development Planning: • Occurred at the same time as appraisal. Employees sent managers input. Feedback and Recognition: • Manager and employee only have one small box to provide feedback and recognition. Objectives – Company Alignment: • Employee and manager have no insight into how this employee’s (role/ performance/development) fit with corporate objectives. ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Current Process Program Launch Email from HR Reminder Email from HR One-on-One Meetings Reminder Email and Review Submission Due Date ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Employees want career development, not just merit increases. Reviews are shelved and never looked at once complete. ARG! ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Sarah had to overhaul the performance management process for 5 reasons. ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved 1. Manual, stand-alone appraisal process that is not tied to company goals and performance 2. The overemphasis on the quantifiable metrics in goal agreements. 3. Infrequent feedback and communication between manager and employee; doesn’t allow for group feedback 4. Lack of employee career development discussions 5. No visibility into how employees are performing against the goals ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Sarah had a team member research white papers, blogs, industry reports, etc. to identify best practices for performance management. ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved What should we measure during the performance process? How often should we measure performance? What’s the best way to track goals? How can we increase recognition and feedback?
    • © 2014 TalentGuard/All Rights Reserved What should we measure during the performance process?
    • © 2014 TalentGuard/All Rights Reserved Values/ Behavior SelfAppraisal JobBased Skills ManagerOnly Appraisals Corporate Objectives Knowledge ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved ©2013 TalentGuard
    • Controlled Competitive Structured, formal, and power at top results-driven, competitive, and goal-oriented unified by an emphasis on winning, reputation, and success success means dependable delivery, smooth scheduling, and low cost 10% Sales and Product Driven 10% Org Strategy Here Creative Collaborative dynamic, entrepreneurial, and creative open, friendly, relationships and sharing embraces innovation, risk-taking, and teams values teamwork, participation, and consensus 20% Research and Development 60% Marketing and Customer Satisfaction Individual Does Organizational Culture Affect Performance | Professional Services Journal, 3/2012 Flexible ©2014 TalentGuard Team Internal ObjectiveQuantitative External SubjectiveQualitative © 2014 TalentGuard/All Rights Reserved Focused Energy Central
    • Controlled Lots of individual recognition for “special” employees Sink or swim approach Lack of manager employee feedback Year-end surprises Specific career development – most moves are upward Damaged relationships due to trust Disciplinary approach Lack of individual recognition One-directional appraisal & feedback Directive career development – focused on specific training Employees don’t feel empowered Creative Collaborative Appraisals driven by team leaders Lacks consistency Mostly informal Lots of cross functional teams Don’t like formal rating systems Co-operative career development – learning by doing Individual contribution can suffer over team attainment Moderate manager employee feedback Need to combine formal and informal appraisal Lateral-focused career development Flexible ©2014 TalentGuard Internal Competitive External © 2014 TalentGuard/All Rights Reserved Focused
    • © 2014 TalentGuard/All Rights Reserved Based on this org. behavior, what are best practices for measurement? ©2014 TalentGuard
    • Competitive Controlled Corporate Objectives Individual Objectives Interim Review Year-end Review Behavior Corporate Objectives Team Objectives Individual Objectives Quarterly Review Year-End Review Creative Collaborative Values Individual Development Plan Year-end Review Behavior/Values Team Objectives Job-Based Skills Individual Development Planning Interim Review Year-End Review Individual Team Flexible ©2014 TalentGuard Internal ObjectiveQuantitative External SubjectiveQualitative © 2014 TalentGuard/All Rights Reserved Focused
    • © 2014 TalentGuard/All Rights Reserved How often should we measure and track the performance process?
    • © 2014 TalentGuard/All Rights Reserved What do employees think? Annually Employees lack engagement and have less trust in the process. Bi-Annually Employees were most engaged with two formal reviews, informal check-ins regularly and an informal interim review. Four + Times a Year Employees were no more engaged than with bi-annually, but more frustrated over administration of the process. Employee Engagement increased dramatically when two conditions were met: 1. 2. Employees were able to assess their manager during the appraisal process Regular career development discussions with managers ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Sarah designed a process to measure performance and foster engagement. ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved A few words about tracking goals…
    • © 2014 TalentGuard/All Rights Reserved Business Attainment vs. Realizing Dreams Goals Individual Team Shorter-term Metric & KPI Driven Career Personal Longer-term Career Pathing and Personal Growth ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Focus on attainment and dreams to ignite the business through career engagement. ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Objectives Focus Business Attainment
    • © 2014 TalentGuard/All Rights Reserved Executive Ultimate Goal: Dashboard and Reporting to drive accountability and transparency at the organizational & individual levels JUL
    • © 2014 TalentGuard/All Rights Reserved Executive Manager Employee 1. Clearly defined goals that can be cascaded to appropriate teams and individuals NOV MAR
    • © 2014 TalentGuard/All Rights Reserved Manager Employee • Drill down multiple layers deep within a manager’s span of control to obtain the level of information to meet his/her needs.
    • © 2014 TalentGuard/All Rights Reserved Manager Employee • Interactive goals that allows for feedback and recognition by manager, peers and other stakeholders. • Status and updates tracking • YEAR ROUND
    • © 2014 TalentGuard/All Rights Reserved • • Manager Employee Track goal type (i.e. performance, career, personal, disciplinary) Jill Carillo 6 minutes ago based on reviews Drill down into the goal to add feedback, recognition and status updates. Jillian, Jill Carillo 4 days ago
    • © 2014 TalentGuard/All Rights Reserved Career Focus Realizing Dreams
    • © 2014 TalentGuard/All Rights Reserved ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved AUG Jill’s Current Role (IT Service Designer) ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved DEC Match 60% Functional Role Competencies Needs Assessment APR Jill’s Current Role to New Role IT Design Manager RATING GAP • Ask Questions Indicator description. x • Collects Relevant Information Indicator description. x • Uses Systems Indicator description.  Market Understanding RATING GAP Prospecting Management RATING GAP Networking Strategies RATING GAP ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved • Manager Employee Tracking career goals tied to a specific career path. • 6 minutes ago Automatically being able to see what learning resources are available to help close the gap. • Jill Carillo Receiving feedback from a peer on the development goal. Jill Carillo 4 days ago Jill,
    • © 2014 TalentGuard/All Rights Reserved • A clear career path, more than any other consideration, is the primary driver for employee satisfaction. • Career Pathing kicks your business into high-gear by helping you map out various career paths for employees. • Employees’ career goals are aligned with your business goals and culture so both parties get the most value out of the relationship. Appraisal Focus Previews and Assessment ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved OCT ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved FEB JUN ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Closing the loop on the annual manager / employee performance process. ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Need to use information to drive change and incremental improvements. ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved How can we increase feedback?
    • © 2014 TalentGuard/All Rights Reserved Hello, Is There Anyone Out There? ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved #1 Requirement: Manager’s must be trained appropriately. ©2013 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved What knowledge and skills must managers have to be effective? ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Performance Training Agenda • • • • • • • • • • • • • • • • • • What performance reviews really are and why we have them Why giving the right kind of feedback is critical Myths about performance reviews How the rating scale works in your company Profiles of people who fit within each of the rating scale items Setting objectives and cascading to employees Employee’s job role responsibilities and how it’s evolved How often to give performance feedback Essential steps in dealing with issues Effective documentation techniques How to communicate both positive and negative feedback How to encourage continuous communication Common feedback mistakes and how to avoid them Protocol / expectations for the formal one-on-one meetings Kinds of feedback that will eliminate stress during the performance process Strategies for handling corrective action Effective documentation techniques (good and bad) Tips for success ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved My Career Dossier • Performance components generated in a single document at your fingertips. • Focus on the discussion instead of scrambling to find all performance feedback, plans, examples, etc. ©2012 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved Upcoming Events Want a live demonstration of CloudSuite by TalentGuard? One of our Talent Specialists will contact you to schedule a product tour. ©2014 TalentGuard
    • © 2014 TalentGuard/All Rights Reserved TalentGuard offers the most configurable, easy-to-use, and flexible cloud-based talent management software suite combined with high-touch customer service. 59
    • © 2014 TalentGuard/All Rights Reserved QUESTIONS AND ANSWERS