Creating Learning Performance


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Creating Learning Performance

  1. 1. Employee EngagementLunch and Learn Recap:Creating a Learning & Coaching Culture
  2. 2. Driving Employee Engagement & A Perform CultureLooking to drive “Employee Engagement” and/or get managers/supervisors involved?  Use Engagement Surveys. Fantastic way to get employees to voice ideas, concerns, and the survey findings can be p y g g g y used in “town hall” company meetings or lunch and learns to build agreement and a sense of urgency.  Use the latest technology features at tools:  Employees at work want the same features they have at home. Use social media, collaboration, and other features. As appropriate leverage use by rolling out mobile and tablet solutions.Better work processes make work culture better: Clear Job Expectations Advancement Opportunities Systematic communication More holistic understanding of job/fit Better business relationships pCreating a Learning, Perform Culture:A learning culture is where employees are engaged, questioning, continuously focused on process improvement.A learning, perform culture has the following attributes and characteristics:•Employees are: E l Active Learners Take a role in their development Retain and implement new ideas•Supervisors: Promote learning Lead by example Involve others and are open to new ideas
  3. 3. Individual Performance Model KNOWLEDGE, SKILLS AND ABILITIES Able to do “it” it Wants to do “it” Knows what “it” is MOTIVATION PERFORMANCE  Effort  Behaviour  Direction  Results Wereconsequences worth the effort? Allowed to do “it” CULTURE / STRUCTURE Consequences  Real  Perceived
  4. 4. Building a Perform Culture
  5. 5. The Future of WorkHuman Capital is the knowledge, skills, Top Ten Non-Financial Variablesabilities and behaviors that an individual Considered by Analystschooses to invest in their work. 1. Execution of corporate strategy 2. Management credibility“… people might be our most valuable asset, or 3. Quality of corporate strategyour biggest liability!” 4. Innovation 5. 5 Ability to attract and retain“People could be our only true competitive talented peopleadvantage, or our competitive disadvantage…” 6. Market share 7. Management expertise“…success absolutely depends on the quality successof our employees” 8. Alignment of compensation with shareholder’s interests 9. Research leadership 10. 10 Quality of major business processes
  6. 6. Measuring Company Performance: Transition to Performance Measures What gets measured and proactively managed gets improved. From… From To... To Individuals Teams Traits Targets Behaviors Financial, Operations, & Job Results Functional “silos” End-to-end team processes y Internally focused Customer-focused Administratively based Culture/strategy-based Supervisors 360º Feedback & Communications as sole raters 27.04.2012 Stockham & Company
  7. 7. The Business Case for Employee EngagementThe Business Case for Employee Engagement:• Only 1 in 3 employees is engaged.• Greater than 80 percent of U.S. workers The Bottom Line: Organizations that use are dissatisfied with their performance Human Capital Management processes reviews. outperform the competition.• 4 out of 5 employees are not satisfied  44% higher revenue growth with the level of recognition they receive  26% higher revenue per employee at work.  109% higher retention• Impact of a Perform Culture is nearly 4X revenue growth and 10X net income growth. Disengaged Employee Engaged Employee – Engaged employees are 2X more productive - Going through the  Emotionally at work. motions Connected. – Feedback and recognition further motivates - Often invisible  Overachieve. Overachieve employees. - Dutiful, but negative  Discretionary Efforts. - Show up only for  Love their jobs. – Goal setting improves performance by 15 to check-ins  Believe in their 25% depending upon job type. - Negatively impact the employers’ goals. team  Positive influence on - Don’t leave the coworkers and organization department performance.
  8. 8. Evolution from Personnel to HR to HCM Human Human Personnel Resources CapitalFunctions Functions Functions- Transactions - Advisory Services - Capacity Building- Compliance - Problem Solving - Identify Opportunities- Record Keeping - Operational Issues - Strategic IssuesFinancial Focus Financial Focus Financial Focus- Minimal Cost - Cost Control - Investment Analysis (ROI)Key Strategies Key Strategies Key Strategies- Rule Knowledge - HR Practices - Systems Thinking- Process Efficiency - Business Context - Strategic ConsultingProducts/Services Products/Services Products/Services- Appointments - Recruiting - Human Capital Planning- Pay Changes - Classification/Compensation - Talent Management- Position Descriptions - Performance Evaluation - Leadership Development & Succession- Personnel Folders - Training Planning/Delivery Planning- Reports - Position Management - Performance Culture- Salary payments - Information Systems - Competency Systems- Benefit information - Employee Relations - Work Environment Enhancement- Training Administration - Payroll - Metrics/Standards- Safety Inspections/Records - Risk Management - Change Management/CommunicationsMetaphor: Enforcer Metaphor: Business Partner Metaphor: Strategic PartnerParadigm Shift: Technical Correctness Paradigm Shift: Improving Processes Paradigm Shift: Transformation
  9. 9. Why BullseyeEvaluation? To Drive Performance Performance.Today,Today 1 out of 3 employees is disengaged disengaged. CONFIDENTIAL AND PROPRIETARY INFORMATION
  10. 10. SimplicityHighlights: Intuitive - Visual - One Page Evaluation Screen CONFIDENTIAL AND PROPRIETARY INFORMATION
  11. 11. BullseyeEvaluation is a Paradigm Shift in Facilitating F ilit ti Employee Engagement for Corporate PerformanceEngagement Drives Performance. Creates a Cycle of Productive Communications. Facilitates Coaching & Mentoring. Enables Strategic HR & Effective Talent Management. Aligns Business Strategy with Execution.Delivers Organic Revenue Growth.