Agile Performance Management


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Slides från Pia-Marias Thoréns webinar om Agile Performance Management 10 april 2013

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Agile Performance Management

  1. 1. Case: Agile Performance Management 2013-04-10
  2. 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-­‐    
  3. 3. Employee  Engagement  through  Agile  values  and  Agile  leadership  
  4. 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. 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:,  " Network:  
  6. 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  stress,  anxiety  and      "   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. 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. 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. 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. 10. Dream   Purpose   Direc`on  /  focus   Engagement   Line  of  sight  Con`nuous  improvement   Autonomy   Performance   Feedback   Fun   Development   Result   Trust   Team  
  11. 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. 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. 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. 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. 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. 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. 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. 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. 19. Performance Management ac`vi`es The yearly performance ra`ng cycle  
  20. 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. 21. Individual  performance  vs     team  performance     –  there  is  a  need  for  both   Crea`ng   the  Balance  
  22. 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. 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. 24. Create  engagement  with  direct   feedback  
  25. 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. 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. 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. 28. Contact    •  Pia-­‐Maria  Thorén  •  pia-­‐  •  0046  763  056134