2. Pia-‐Maria
Thorén
PIA-‐MARIA
THOREN
FOKUSOMRÅDE:
TALENT
&
PERFORMANCE
MANAGEMENT
• VD:
GREENBULLET
SOLUTIONS
• CIVILEKONOM
FRÅN
HANDELS
I
GBG
• KONSULT
OCH
PROJEKTLEDARE
SEN
1994
• BLOGGAR
PÅ
PERFORMANCEBLOGGEN.SE
OM
ATT
SKAPA
ENGAGEMANG
PÅ
JOBBET
• ARBETAR
IDAG
MED
TALENT
"Ingen&ng
är
omöjligt.
MANAGEMENT
PÅ
STORA
Det
omöjliga
tar
bara
lite
längre
&d."
INTERNATIONELLA
FÖRETAG
Winston
Churchill
+46
763
056134
pia-‐maria.thoren@greenbullet.se
4. WHY?
The
Human
Capital
Value
Chain
Engaged
Engaged
Sa`sfied
Customer
Profits
drive
employees
stay
employees
customers
reten`on
shareholder
longer
and
drive
are
loyal
and
drive
value
perform
be^er
customer
buy
again
profitability
sa`sfac`on
Derived from “Putting the service-profit chain to
work” in HBR 1994 by James L Heskett, Thomas
O Jones, Gery W Loveman, W. Earl Sasser Junior,
Leonard L Schlesinger
5. GreenBullet
" Was
founded
in
2008
by
Pia-‐Maria
Thorén
and
Tomas
Kaudern
–
we
now
have
offices
in
Stockholm
and
Gothenburg
" Long
experience
from
clients
in
different
industries
and
in
different
consultant
assignments
" Agile
values
have
been
a
red
thread
through
all
our
assignments,
to
maximize
employee
engagement
" Blogs:
agilhr.se,
performancebloggen.se
" Network:
AgilePeople.se
6. The
obstacle
to
performing
employees
is
the
culture
of
control
" ”The
biggest
obstacle
to
teach
people
to
take
responsibility
is
the
culture
of
control!
More
control
does
not
lead
to
be9er
control.
The
more
we
try
to
control
the
more
we
increase
nega.ve
stress,
anxiety
and
demo.va.on.
" The
more
we
instruct,
control
and
reward,
the
greater
is
the
need
for
instruc?on,
control
and
reward.
The
employee
stop
taking
responsibility
and
blame
management
when
not
reaching
the
objec?ves.”
6
7. New
agile
performance
management
framework
–
WHY?
" The
old
process
did
not
deliver
increased
performance
for
teams
and
individuals
" Managers
did
not
experience
support
for
delivering
more
with
the
help
of
the
process
" HR
controlled
process
compliance
by
checking
off
the
steps
in
the
process
" The
old
process
was
not
in
line
with
the
aspired
culture
which
has
more
focus
on
empowerment,
coaching,
feedback
and
con`nuous
improvement
8. From
Process
to
Framework
”You
get
what
you
measure”
Instead,
measure
Actual
result
/
employee,
Goal
If
you
measure
Number
of
goals
or
Number
of
quality,
How
inspiring
goals
are,
Employee
performed
reviews
by
a
certain
date,
this
is
what
engagement
etc.
The
right
measurements
will
you
will
get!!!
create
the
right
behavior
8
9. Performance
management
philosophy
–
making
employees
engaged
to
perform
Fundamentally,
in
what
environment
do
we
think
people
perform
best?
What
manager
ac&vi&es
and
behaviors
best
support
that
environment?
How
should
performance
management
be
structured
to
support
and
reinforce
that
environment?
In
the
following
sec&on,
I
will
try
to
answer
the
above
ques&ons!
9
10. Dream
Purpose
Direc`on
/
focus
Engagement
Line
of
sight
Con`nuous
improvement
Autonomy
Performance
Feedback
Fun
Development
Result
Trust
Team
11. Proposed
changes
–
Performance
Management
designed
around
you
FROM
(today)
TO
(tomorrow)
HR
controlling
process
compliance…
…empowering
managers
to
take
full
reponsibility
for
the
performance
of
their
teams,
with
support
from
HR
an
impera&ve
process…
…recommenda&ons
and
a
coaching
behaviour
an
event-‐based
model…
…an
ongoing
model
for
Performance
management
development
linked
to
competence
…short
term
development
linked
to
individual
objec&ves
and
long
term
gaps…
development
linked
to
your
role
fixed
process
steps
and
a
yearly
…a
flexible
toolbox
to
be
used
when
needed
during
the
year
`meline…
360
review
only
for
leaders…
…360
for
all
employees
to
achieve
an
increase
in
the
aspired
culture
behaviours
forced
yearly
competence
…possibility
to
perform
purpose-‐driven
competence
assessments
when
assessments…
needed
being
ini`ated
by
the
manager…
…a
joint
responsibility
manager
–
employee
to
make
it
happen
a
vague
link
between
your
objec`ves
…focus
on
execu`on
of
goals
by
linking
daily
ac&vi&es
to
priori&zed
and
what
you
actually
do
every
day…
individual
goals
and
crea&ng
a
clear
”line
of
sight”
towards
the
vision
Issuer:
[Name]
[CDS
ID],
[Organisa`on],
formal
cearning
situa`ons…
Date
l reated:
[YYYY-‐MM-‐DD]
[Name
of
Doc],
Security
Class:
Pday
via
social
knowledge
tools
and
networking
…informal
learning
every
roprietary
11
12. The
current
situa`on
of
non-‐
involved
employees
“
A
mere
7%
of
employees
today
fully
understand
their
company’s
business
strategies
and
what’s
expected
of
them
in
order
to
help
achieve
company
goals.”
A
Strategy
Focused
Organiza?on
13. Performance
Management
strategy
Connect
individual
performance
to
company
goals
Transparent
connec&on
and
visibility
of
company
goals
breakdown
Creates
an
agile
organisa`on
that
can
adapt
to
new
business
needs
in
a
smart
and
nimble
way
Requires
a
flexible
and
user
friendly
performance
system
support
14. Performance
Management
goal
”Changing
the
Culture
using
Coaching
Leaders
to
op.mize
Engagement
in
order
to
maximize
Performance”
Build
a
Global
Organisa`on
with
Performance
and
Health
that
aims
to:
§ Improve results and realise the strategy
§ Facilitate achieving individual objectives through coaching and feedback
§ Create a higher level of employee engagement to reach goals
§ Make employees take responsibility for their own growth and development
§ Reward employees for their contribution in a fair manner
§ Increase behaviours associated with the wanted culture
§ Use functional competencies to plan career steps and evaluate job fit
§ Identify & retain people with critical / key / strategic competencies
§ Find strengths and use them to reach company goals
15. Performance
Management
strategy
3
main
parts
of
the
Framework
" Ongoing
performance
ac&vi&es,
performed
by
all
managers
all
year
around
" Goal
deployment
–
normally
once
/year
from
Group
management
team
" Yearly
performance
ra&ng
and
plan
for
the
future
16. Performance
Management
Strategy
-‐
building
prac`ce
from
a
theore`cal
framework
Performance management STRATEGY
Purpose,
PM
Alignment
to
Strategy
&
Culture,
…
PERFORMANC
Ongoing PERFORMANCE ACTIVITIES
TECHNOLOGY
People
Portal,
SAP
System,
…
SET
AND
REVISE
PLAN
FOR
LEAD,
FOLLOW
UP
E
GOALS
DEVELOPMENT
MANAGE
AND
(Feedback,
COACH
reward
and
recognise)
PERFORMANCE MANAGEMENT OUTCOMES
Performance
Driven
Culture,
Engaged
&
Empowered
Workforce,
Improved
Manager-‐Co-‐worker
Rela`onship
Based on Bersin & Associates Performance Management Framework, 2011
17. Performance
Management
ac`vi`es
Built
around
the
Goal
Lead, Manage and Coach People Towards
Goals
Set and
Revise Follow up
(feedback and
Goals reward)
Plan for Execute
Developme Link daily activities to goals What did I learn?
Behaviours?
nt
Linked to Goals Daily
standup
User
stories
Con`nous
Retrospec`ve
Sprint
goal
repriori`za`on
Feedback
Product
backlog
Remove
Learnings
Sprint
planning
impediments
Celebrate
success
18. Performance
Management
ac`vi`es
An
on-‐going
itera`ve
process
Recommenda`on:
set
goals
linked
to
the
company
mission
and
follow
up…
…whenever
there
is
a
need…
…or
when
the
company
goals
change!
20. Coaching
conversa`ons
whenever
there
is
a
possibility
-‐
instead
of
once
/
year
Coaching
conversa`ons
should
take
place
ouen
–
several
short
tunings
are
preferred
over
one
longer
mee`ng
But
it
must
be
up
to
the
manager
and
the
employee
to
decide
when
and
how
oZen
they
need
to
meet!
All
managers
should,
however,
have
basic
coaching
skills
to
be
able
to
support
their
team
–
this
is
where
HR
comes
in!
22. It’s
all
about
winning
the
race!
Focus
means
that
you
need
to
be
able
to
priori`ze
some
things
over
others
–
to
be
able
to
win
the
race
and
reach
your
objec`ve
Issuer:
[Name]
[CDS
ID],
[Organisa`on],
Date
created:
[YYYY-‐MM-‐DD]
[Name
of
Doc],
Security
Class:
Proprietary
22
23. What
has
been
changed?
" From
HR
controlling
the
process
to
a
mindset
that
PM
is
about
Leadership
" From
1-‐year
goal
cycle
to
shorter
goals
&
follow
up
" From
focus
on
just
sewng
goals
to
sewng
fantas`c
goals
" Visible
line-‐of-‐sight
from
daily
tasks
to
company
vision
" Focus
on
feedback
and
recogni`on
–
in
all
direc`ons
" Con`nous
priori`za`on
and
updates
of
goals
" Measure
real
result
instead
of
process
compliance
(engagement,
feedback
frequency
&
quality
,
goal
quality
and
linkage
to
strategy,
financial
result)
25.
Let
us
tell
you
a
li^le
secret…
…but you can see to it that
You can’t make the
it has the right conditions in
seed grow…
which to grow
26. Recommenda`ons
in
summary
• Set
/
update
goals
whenever
Focus
areas
/
the
business
plan
is
changed
or
whenever
needed
for
other
reasons
• Perform
at
least
one
long
term
development
talk
with
your
manager
/
employee
every
year
• Perform
many
short
mee&ngs
to
check
that
everything
is
proceeding
according
to
plan
–
ini`ated
by
both
manager
and
employee
• Perform
a
360
review
on
Aspired
Culture
behaviors
at
least
once
/
year
• Work
to
create
a
culture
where
sewng
SMART,
engaging
and
priori&zed
goals
is
key
• Connect
development
ac`vi`es
to
both
goals
and
long
term
career
planning
• Keep
your
objec&ves
linked
to
things
you
do
every
day
(daily
ac`vi`es)
to
keep
moving
in
the
right
direc`on
• Do
a
performance
ra`ng
once
/
year
for
chosen
groups
of
employees
(team
ra`ng
should
be
an
alterna`ve)
26
27. Learnings
" If
they
are
used
to
detailed
instruc`ons,
they
are
not
happy
with
just
recommenda`ons
" Communica`on
and
roll
out
takes
the
most
resources
" Keep
number
of
languages
down
to
be
able
to
change
in
the
beginning
" Support
managers
on
all
levels
–
most
importantly
managers
at
the
top
" Show
good
examples
in
the
organiza`on