Creating a coaching culture throughenhancing PerformanceManagement System                 Think Talent Services Confidential
Why Performance Management Systems don’t work    Lack of          Lack of alignment between the company’s business goals ...
Different performance managementapproachesFocus and impact of performance management models                               ...
Strategic Performance Management                                                                    StrategicPeople       ...
Our view of a Successful PMS..Younger generation has aspirations and wants an opportunity to dialoguewith its leaders on a...
Proposed Think Talent Approach …    4 weeks                                            10 Weeks   1A   Business Driver    ...
… that would entail specific activities                                                      Design the                   ...
Overview of a complete customizedintervention - Illustrative workshop Design     Day 1              Themes to be covered  ...
Illustrative workshop Design contd…        Day 1        Themes to be covered                                      ToolsPos...
Illustrative workshop Design contd …      Day 2        Themes to be covered                                     ToolsIN CA...
Our Coordinates                    619-ILD Trade Centre,                   Sohna Road, Sector - 47                      Gu...
Upcoming SlideShare
Loading in …5
×

Establishing a performance culture

233 views
151 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
233
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Establishing a performance culture

  1. 1. Creating a coaching culture throughenhancing PerformanceManagement System Think Talent Services Confidential
  2. 2. Why Performance Management Systems don’t work Lack of  Lack of alignment between the company’s business goals and the effort that the employees are putting inAlignment withBusiness Goals  Business review mechanisms and MIS not aligned with performance goals Inadequate  Performance systems are too complicated, too technical and not transparent about how individual performance helps deliver corporate goals Design of Performance  ‘Best practice’ performance management systems do not tap the culture of the System organizationWeak Linkage  Reward decisions are based on complex / non-transparent processes to translate to Rewards performance into reward strategies that deliver the wrong results Managerial  Managers are concerned about givingfeedback that might demoralize hard workingDiscomfort with employees or worse cause them to leave. The same discomfort exists for receiving Feedback feedback Think Talent Services Confidential
  3. 3. Different performance managementapproachesFocus and impact of performance management models “I am truly committed to More maximize my own, my sustainable team’s and my company’s employee Objective is performance”performance to maximize “I need coaching to improve my value competencies and achieve objectives” “I must meet my targets” Less sustainableperformance 1. Focus on 2. Focus on 3. Focus on strategy performance performance alignment and appraisal management performance culture Think Talent Services Confidential
  4. 4. Strategic Performance Management StrategicPeople Strategy Culture Performance Management Strategic performance management makes the connection between the strategy and the culture of an organization and its ability to manage employees’ performance to better impact on business performance Think Talent Services Confidential
  5. 5. Our view of a Successful PMS..Younger generation has aspirations and wants an opportunity to dialoguewith its leaders on an ongoing basis, to enhance their developmentSome critical highlights of a sound PMS are -1) Creating buy-in across Leadership for an Organizational PMS2) Close alignment with the work reality of the Line Manager/Leader3) Common Language of performance across the organization4) Lay a foundation for PMS by building a nurturing climate with Coaching as a technique5) Building High Performance Culture with the help of feedback Think Talent Services Confidential
  6. 6. Proposed Think Talent Approach … 4 weeks 10 Weeks 1A Business Driver Assessment Checkpoint ABZ Imperatives, 2 3 FrameworkChanging organization Roll out for the Design of the requirements target Group intervention 1B Capture feedback Baseline from first few pilot Design the Start with a Org Current workshops to build intervention with pilot and reality in the future a structured Create a coaching and detailed Roll batches Examine the out plan with current PMS feedback process in the timelines and framework and a road map approach in organization order to plan the proposed intervention Think Talent Services Confidential 6
  7. 7. … that would entail specific activities Design the Understand PMS Proposed Structured Roll Out Diagnosis Plan framework Intervention• Analysis of • Understand • Create a • Detailed roll available the structured out plan with organization competency design which is timelines for data framework customized, building• Organizational underlying the adaptable with ownership and diagnosis PMS a practical momentum• Key leaders • Identify and approach • One language inputs (phone/ appreciate the • Use powerful in the face to face existing and user organization interviews) process friendly and the ability strengths, analytical tools to deploy a sponsorships large scale and matrices program Think Talent Services Confidential 7
  8. 8. Overview of a complete customizedintervention - Illustrative workshop Design Day 1 Themes to be covered ToolsPre – Lunch Introduction to Coaching andtopics DelegationDELEGATION Reasons quoted for not delegation, Dyad working: Work with Delegation style Grid , Biggest partner to identify your barrier to delegation – Trust, inhibitors for delegation based Determinants of trust on TKI and Belbin reports Model for facilitation effective Discussion in Dyads & Triads Coaching and feedback dialogue –COACHING Core skills , base skills Functional skills of coaching With Videos and activities in dyads and triads Post lunch Topics Escorts PMS system – Discussion in groups understanding and appreciation Think Talent Services Confidential 8
  9. 9. Illustrative workshop Design contd… Day 1 Themes to be covered ToolsPost – Lunch Practical approach coaching skills Videos and Role playstopics ( Learn and Demonstrate )RECAP Close the day with a recap of critical Activity / Discussion based elements of Delegation and Coaching skillsDay 2IN CAMERA In-camera Technique to allow Steps Involved:PRACTICE learning through watching self in Step1:- Every participant will action, followed by facilitative move out of the training room feedback and action planning. twice for 15-20 minutes each for enacting role play both as coach and as a coachee. Step2:- Role Plays would be recorded and then the video will be replayed in front of the group. Think Talent Services Confidential 9
  10. 10. Illustrative workshop Design contd … Day 2 Themes to be covered ToolsIN CAMERA In-camera Technique to allow Steps Involved:PRACTICE learning through watching self in Step 3:- The group will be asked action, followed by facilitative to provide feedback to the feedback and action planning. individual. In this way learning will happen from four perspective: a) Self Reflection: Individuals will get to see themselves in action b) Facilitator feedback c) Feedback from other members b) Problem solving w.r.t. context that is present in the role play case let.IDP Closing of day 2 with Individual Standard Format to be filled in Development Plans Think Talent Services Confidential 10
  11. 11. Our Coordinates 619-ILD Trade Centre, Sohna Road, Sector - 47 Gurgaon 122 001 India Tel: (+91 124) 4055375 www.thinktalentindia.com Think Talent Services Confidential 11

×