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Talent Talk Webinar Performance Management Retention
 

Talent Talk Webinar Performance Management Retention

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  • So as much as things have changed, they’ve stayed the same. Except now, much of the inefficiency is being driven by vendors and clients trying to solve a lot of problems at once. Make no mistake, EPM is the key enabler for a number of extremely high value talent functions. All of these functions can be made much more valuable with an EFFECTIVE EPM system.
  • Start small and roll out in phases. As much as your vendor may be telling you to think big, Transforming the performance management process touches nearly every aspect of the organization and can take years to accomplish. Introducing too much, too quickly can overwhelm your employees. And that translates into in limited user adoption and widespread resistance. To ensure initial roll out efforts take root in the organization, HR should: • Prepare the organization to roll out functionality in phases which can be monitored and adjusted. and expect the full solution implementation to take months, not weeks. o Phase I – Introduce automated goal planning and alignment and introduce the concept of year-round performance tracking to a pilot group o Phase II – Roll out performance review writing tools to a pilot group o Phase III – Expand implementation beyond the pilot group o Phase IV – Introduce new features, performance dashboards, succession/workforce planning, etc. • On the subject of pilot groups, Choose a pilot group with a well disciplined, motivated leader that understands the value of performance management. Someone who can be a champion for the system for other business leaders. This can dramatically increase your odds for success. • Focus your initial efforts on a few key outcomes (i.e., reviews completed on time, or all employees receiving a review) and measure results in those areas before expanding feature implementation or rolling out to the enterprise. Avoid rolling out the initial system with dozens of options and features. They can end up being discounted or even ignored by users because you haven’t established their value and they end up being just more complexity for inexperienced users.
  • Start small and roll out in phases. As much as your vendor may be telling you to think big, Transforming the performance management process touches nearly every aspect of the organization and can take years to accomplish. Introducing too much, too quickly can overwhelm your employees. And that translates into in limited user adoption and widespread resistance. To ensure initial roll out efforts take root in the organization, HR should: • Prepare the organization to roll out functionality in phases which can be monitored and adjusted. and expect the full solution implementation to take months, not weeks. o Phase I – Introduce automated goal planning and alignment and introduce the concept of year-round performance tracking to a pilot group o Phase II – Roll out performance review writing tools to a pilot group o Phase III – Expand implementation beyond the pilot group o Phase IV – Introduce new features, performance dashboards, succession/workforce planning, etc. • On the subject of pilot groups, Choose a pilot group with a well disciplined, motivated leader that understands the value of performance management. Someone who can be a champion for the system for other business leaders. This can dramatically increase your odds for success. • Focus your initial efforts on a few key outcomes (i.e., reviews completed on time, or all employees receiving a review) and measure results in those areas before expanding feature implementation or rolling out to the enterprise. Avoid rolling out the initial system with dozens of options and features. They can end up being discounted or even ignored by users because you haven’t established their value and they end up being just more complexity for inexperienced users.

Talent Talk Webinar Performance Management Retention Talent Talk Webinar Performance Management Retention Presentation Transcript

  • Hosted By: Ian Alexander Vice President Marketing Cytiva Software Inc. “ Performance Management in an Opportunistic Economy”
  • Ask Questions Enter Question Press Send
  • “ Performance Management in an Opportunistic Economy”
    • The Performance Management Opportunity
    • Six Keys to Making Performance Management Successful in an “Opportunistic Economy”
    • Increase Engagement and Retention
    • Risks to Success
  • “ Performance Management in an Opportunistic Economy”
    • Your Company Must Change
      • Same Skills?
      • Same Objectives?
      • Recover Faster?
  • “ Performance Management in an Opportunistic Economy”
    • Mortgage Broker 2004
    • Software CEO 1999
    • Investment Banker 2007
  • Today: EPM Data at the Heart of Most High Value Talent Functions
    • Improve Recruiting Effectiveness
    • Tie Pay to Performance
    • Identify High Potential Employees
    • Focus Training $ Around Strategic Objectives
    Training/ Development Succession/ Workforce Planning Compensation Recruiting EPM
  • “ Performance Management in an Opportunistic Economy”
    • Performance Management Systems
      • 80% Dissatisfaction
      • Replaced Every Two Years
      • Key to Success? Really?
  • “ Performance Management in an Opportunistic Economy”
  • “ Performance Management in an Opportunistic Economy” It’s got a motor, right?!
  • “ Performance Management in an Opportunistic Economy”
    • Why Do We Manage Performance?
      • Legal protection.
        • Document work issues in case of legal claims
      • Compensation.
        • Justify merit decisions
      • Development.
        • Encourage identification and correction of performance issues
  • “ Performance Management in an Opportunistic Economy”
    • Main Engine Driving Performance Management:
      • Performance Evaluations
  • “ Performance Management in an Opportunistic Economy”
    • Flip It! Put Goal Alignment in the Front Seat
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Make Goal Alignment the Driver
      • Focus on Employee Management
      • Enlist Line Employees
      • Provide Tools to Be Successful
      • Rebrand Your Efforts/Change Your Culture
      • Hold People Accountable for Results
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Make Goal Alignment the Driver
        • Engage Managers AND Employees
        • Provide a Value (WIIFM)
        • Make Goals Visible
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Focus on Employee Management
        • Make People Management a Component of Managers’ Evaluations
        • Use Employee Satisfaction Surveys
        • Upward Evaluations
        • Create a People Management KPI
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Enlist Line Employees
        • Best Employees Want Guidance, Feedback Recognition
        • Give Them Tools To Participate
        • Let Them Drive Managers
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Provide Tools to Be Successful
        • Implement Technology
        • Tools Available for Goal Alignment, Feedback, Evals
        • Affordable, Many Pay as You Go
        • Cheap Investment Vs. Return
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Rebrand Your Efforts/Change Your Culture
        • Shake it Up. Get Their Attention.
        • Involve Influential Managers In Design
        • Give It a Name
        • Visibly Reward Those Who Work the Program
  • “ Performance Management in an Opportunistic Economy”
    • Opportunity: Six Keys to Making Performance Management Successful
      • Hold People Accountable for Results
        • Align Program With Key Stakeholder’s Interests
        • Designate a Performance Czar/Champion
        • Reward and Make Visible Those Who Work the System
        • Build People Management Goals and Metrics into Manager Evaluations
        • Build Goals, Metrics and Incentives Into HR’s Evaluations
  • “ Performance Management in an Opportunistic Economy”
    • Engagement
      • Employees Get Clearer Expectations
      • Visibility into How Employee Supports Goals
      • Proper Tools and Accountability = Engagement
    • Retention
      • Employees Quit Managers Not Companies
      • More Professional Employee/Manager Interaction
      • Employees Empowered to Participate in Performance Management and Alignment
      • High Performers and Low Performers Become More Visible and Company Can Tune Workforce
  • “ Performance Management in an Opportunistic Economy”
    • Risks
      • Status Quo
        • It’s Already Broken – Be Opportunistic
        • Don’t Evolve Your PM, Throw it Out the Window and Align It With The Self Interest of Your Managers/Execs
      • Lack of Executive Buy In
        • Forget About Old Drivers of Comp/Development/Legal
        • New Drivers: Alignment, Optimization and Workforce Productivity
        • New Performance Manage System Objective
          • Give organization a method for aligning the efforts of employees around key objectives and measuring the success of their actions so that we may optimize our workforce for achieving those objectives.
  • “ Performance Management in an Opportunistic Economy”
    • Risks
      • Too Much Too Soon
        • Focus Your Effort on Performance Management
        • Build Your Foundation and Cultivate a Satisfied User Base and Build From There
        • Don’t Try to Do Too Much Too Soon
    • Start Small, Roll Out in Phases
      • Roll out functionality in phases which can be monitored and adjusted, and expect the full solution implementation to take months, not weeks
      • Consider starting with a business unit or location as a pilot group. Pick disciplined, motivated leader who values performance management and will champion the system
      • Focus initial efforts on a few key outcomes (i.e., goals entered, progress tracked, etc) and measure results. Then expand feature implementation or enterprise-wide utilization. Extra features get discounted or ignored because their value is neither established nor understood by users
    “ Performance Management in an Opportunistic Economy”
    • FREE On-Demand Webinar: Six Steps to Successfully Implementing Performance Management Software
      • http://www.sonicperform.com/resources/overview.htm#2
    “ Performance Management in an Opportunistic Economy”
    • Cytiva’s Free Webinar series
      • Uncovering Hidden Cost Savings in Your Recruiting Process
      • Recruiting 2.0
      • Communicating Your Employment Brand
      • Career Center 101
      • Rethinking Your Recruiting Metrics for a Down Economy
      • Tips and Tricks for Effective E-Recruiting
      • Talent Acquisition Systems: Building a Strong Business Case
    • Vist : www.sonicperform.com/company/events.htm
    • Cytiva Software Inc. offers a wide variety of products and services to help you get the most out of your recruiting efforts.
      • Talent Acquisition System
      • Onboarding Portal
      • Performance Management System
      • Consulting
    • To learn more contact:
    • David Freeman
    • Talent Management Solutions Consultant
    • 877-775-0888
    • www.sonicperform.com
    “ Performance Management in an Opportunistic Economy”