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Case: Agile Performance Management
              2013-04-10
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	
  
                                                      	
  
Employee	
  Engagement	
  through	
  
Agile	
  values	
  and	
  Agile	
  leadership	
  
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
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	
  
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	
  
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	
  
	
  
      	
    	
      	
   	
   	
      	
         	
      	
    	
       	
   	
     	
   	
  	
  
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	
  
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
Dream	
  
       Purpose	
  
   Direc`on	
  /	
  focus	
            Engagement	
  
     Line	
  of	
  sight	
  
Con`nuous	
  improvement	
  
      Autonomy	
                Performance	
  
      Feedback	
  
          Fun	
  
    Development	
                         Result	
  
         Trust	
  
        Team	
  
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	
  
                                                                                        	
  
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	
  	
  
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	
  
                                 	
  
                                 	
  
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
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	
  
    	
   	
     	
   	
   	
   	
    	
      	
   	
         	
     	
   	
     	
  	
  
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
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	
  
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!	
  
Performance Management ac`vi`es
    The yearly performance ra`ng cycle	
  
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!	
  
Individual	
  performance	
  vs	
  	
  
    team	
  performance	
  	
  
     –	
  there	
  is	
  a	
  need	
  for	
  both	
  


                      Crea`ng	
  
                    the	
  Balance	
  
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	
  
                                                                       	
  
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)	
  
Create	
  engagement	
  with	
  direct	
  
             feedback	
  
 
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
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	
  
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	
  
Contact	
  	
  

•  Pia-­‐Maria	
  Thorén	
  
•  pia-­‐maria.thoren@greenbullet.se	
  
•  0046	
  763	
  056134	
  

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Agile Performance Management

  • 1. Case: Agile Performance Management 2013-04-10
  • 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    
  • 3. Employee  Engagement  through   Agile  values  and  Agile  leadership  
  • 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!  
  • 19. Performance Management ac`vi`es The yearly performance ra`ng cycle  
  • 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!  
  • 21. Individual  performance  vs     team  performance     –  there  is  a  need  for  both   Crea`ng   the  Balance  
  • 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)  
  • 24. Create  engagement  with  direct   feedback  
  • 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  
  • 28. Contact     •  Pia-­‐Maria  Thorén   •  pia-­‐maria.thoren@greenbullet.se   •  0046  763  056134