Developing People Managers- Scope International

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  • 1. People Managers @
  • 2. The SCB Way-People Manager Development Framework • ‘Help me get really clear on what excellence looks like’ • ‘Help me achieve excellence by doing what I do best’ • ‘Constantly let me know how I’m Focus doing and help me stay on track’ me • ‘Get to know me as a person and make me feel valued for Know me Inspire who I am’ me • ‘Create conditions for team-working and a fun• Take time to Care environment’ understand my talents and about strengths - what I me do best’ • ‘Get to know me as a person and make me feel valued for who I am’
  • 3. Role of People Managers Learning & Development Career & Growth Fun @ Work People Engagement Management Implementation of Performance & People Products & Reward Processes
  • 4. Performance Management Scorecard-What we measure? Scope Intl S.No Employee Survey of P3 Final Review 2010 2009 Change % I had a discussion with my manager to review my performance in 1 97% 96% 1% the year I had a discussion with my manager to review the extent to which I 2 93% 90% 3% demonstrated the values in my role during the year I received feedback that will help me to improve my performance 3 92% 91% 1% in the next year I had a conversation with my manager about my compensation 4 87% 79% 8% following the P3 review I understand how my performance links to the decisions on my 5 84% 80% 4% compensation 6 I found it easy to set my objectives online using e-performance 97% 90% 7% 7 I found it easy to complete my self-assessment online 98% NA NA 8 I had enough time to complete my self-assessment online 97% NA NA I have reviewed my managers assessment comments on my 9 90% NA NA performance online 10 I provided suggestions on my 2011 objectives 85% 84% 1%
  • 5. Performance Management Scorecard-What we measure? Scope Intl S.No Employee Survey of P3 Final Review 2010 2009 Change % I am absolutely clear on what I need to achieve in my job in the 11 94% 94% 0% next year I understand how achieveing my job objectives will contribute to 12 98% 97% 1% the success of the Bank 13 I know what a 1 Rating would look like in my current role 87% 83% 4% 14 My team has agreed our Q12 impact plan 91% 90% 1% I discussed with my manager what living the values means in my 15 89% 85% 4% role for the next year My manager explained to me what the new five-point values 16 81% NA NA rating scale is I have agreed my individual learning & development plan (ILDP) 17 83% 83% 0% for the new year with my manager My manager judges my performance based on the results I deliver, 18 88% 92% -4% not the amount of time I spend at work 19 I found it easy to view my P3 letter/statement online 98% NA NA The P3 statement (where applicable) helped me to understand my 20 90% NA NA compensation more clearly
  • 6. How do we do this?Empowerment, HR Plays Coach The Carrot & StickAccountability & Systems & & Consultant Approach Ownership Processes as Enablers •Works closely with the• LMs fully own the LMs through the process from •e-performance and whole process setting objectives to P3 are completely distributing reward manager-centric •Behavioral •Emphasis is always systems reinforcement occurs on LMs taking• A transparent through appropriate ownership of the escalation mechanism •LMs are trained and reward mechanisms process & outcomes is published for the act as process benefit of all champions employees
  • 7. Our Engagement Journey5.004.003.00 4.26 4.22 4.03 4.1 3.98 3.97 3.96 3.94 3.912.001.000.00 2003 2004 2005 2006 2007 2008 2009 2010 2011
  • 8. Employee Engagement Scorecard-What we measure? Overall Increase Overall 2010 %ile %ile 2011 in GM Grand Mean: 4.22 70th 4.26 71st +0.04 Opportunities to learn & grow 4.20 60th 4.24 61st +0.04 Progress in last six months 4.20 61st 4.22 60th +0.02 Best friend 4.33 78th 4.41 79th +0.08 Coworkers committed to quality 4.24 63rd 4.28 63rd +0.04 Mission/Purpose of company 4.34 70th 4.38 69th +0.04 My opinions count 4.10 69th 4.14 70th +0.04 Encourages development 4.11 63rd 4.14 63rd +0.03 Supervisor/Someone at work cares 4.16 51st 4.20 53rd +0.04 Recognition last seven days 3.98 67th 4.01 68th +0.03 Do what I do best every day 4.24 65th 4.27 65th +0.03 Materials and equipment 4.30 68th 4.36 70th +0.06 I know what is expected of me at work 4.46 51st 4.50 56th +0.04 Areas of Strength Areas of Focus
  • 9. How we do this? Believe firmly in and swear by the Gallup Model; setting up and managing employees for high- performance leads to engagement; not pursuing engagement for its sake Coach managers as part of our People Agenda for deeper engagement awareness. Strive to establish profound links between their day to day actions as people managers and team engagement. Employ Q12 not merely as a measurement tool but also prescribe it as a model to our People Managers for creating and sustaining high engagement in their teams. Recognition for the Champions (publishing success stories) and Interventions for the Low-scorers (role change into individual contributors). Walk the Talk-Linking promotion/reward decisions of people managers with their teams’ engagement levels as reflected in the Q12 indices (impact for the bottom quartile managers) Employee Engagement is not a HR KRA; it is a strategic priority for the Bank and on every business manager’s job objectives.
  • 10. HR Transformation &People Manager Development – A Neat Dovetail Vest ownership and Ask HR – A Key Milestone in our accountability for People Transformation journey; the virtual world Outcomes with Line Managers to all employee services; themselves HR team spends its time on assessing HR function’s credo is to the needs, creating new people business as much as it is to the products/programs (or) tailoring existing people themselves solutions to address those needs HR teams transfer their product Our identity is one of product expertise on to the Line Managers experts/consultative business partners- so as to make them our product a conscious position we want to occupy champions in our customer’s (the business) mind Line Managers look up to HR for Coaching & execution support
  • 11. Questions
  • 12. •Setting up and managing employeesfor high-performance which leads toengagement; not pursuing engagementfor its sake. Setting up and managingemployees for high-performance whichleads to engagement; not pursuingengagement for its sake.
  • 13. •Setting up and managing employeesfor high-performance which leads toengagement; not pursuing engagementfor its sake. Setting up and managingemployees for high-performance whichleads to engagement; not pursuingengagement for its sake.
  • 14. Nurturing Engagement - Creative Communications
  • 15. Demystifying Engagement - Awareness