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Performance Management 2.0 - Taking Performance Management to the Next Level

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Performance Management 2.0 - Taking Performance Management to the Next Level

  1. 1. Session Objectives Describe the talent management process and the role of performance management as part of it. Discuss the performance development cycle. Discuss the SCARF model and its implications for the performance management process. Describe a process for identifying performance problems and tools to address those problems. Discuss the interdependencies of internal programs and services with the performance management program.
  2. 2. Five Pivotal Practices for Maximizing Individual and Organizational Excellence© Enhance self- awareness Enhance external awareness Identify areas of focus Act with intention and commitment Assess progress It’s a cyclical process where self-mastery is everything. Copyright 2014 Pivotal Practices Consulting LLC – All rights reserved.
  3. 3. www.neuroleadership.com For a more detailed look at the neuroscience behind the model, please read “SCARF: A brain based model for collaborating with and influencing others” by David Rock.
  4. 4. Assess the Problem Cause? Type? Gap? Severity? Consistency Legal
  5. 5. Assess Solutions & Tools Training Coaching Corrective Action Warnings (Verbal, Wri tten, Final) Suspension/ Last Chance Agreements Termination
  6. 6. Performance Plans and Goals
  7. 7. Thank You Pivotal Practices Consulting LLC Pivotal Practices Consulting LLC (PPC) specializes in reducing the administrative burden experienced by executives and managers by supporting these leaders in fulfilling their most time consuming responsibilities. Areas of focus include performance management, worker engagement, and organizational inclusion. This enables these leaders to focus more of their time and energy on other critical work priorities. Leveraging 25 years experience as a federal program manager and executive, the firm delivers results that are responsive to leaders’ most pressing people challenges. 6301 Ivy Lane, Suite 108 (301) 927-2389 direct Greenbelt MD 20770 (855) 85-PIVOT toll-

Editor's Notes

  • Good morning! I’m so excited to be here with you today. {Brief Intro}
  • Ideally, the performance management process serves as an organizational mirror to employees about how the organization perceives their contributions to meeting the organization’s goals and objectives. For too many employees, though, the mirror is either murky or invisible. Or, worse, it is reminiscent of one of those distorted mirrors that are popular in fun houses. Some of the reasons the mirror sometimes provides inaccurate reflections of performance include:Late/delayed (after-the-fact) feedbackUnclear/vague languageIncorrect informationInconsistent information either from multiple supervisors or the same supervisorThe best performance management processes are clear mirrors that accurately, fairly and consistently allow employees to see themselves objectively and timely.ACTIVITY: In dyads or triads, please complete the discussion questions on page 2 of your handout.
  • Performance management is a process supported by three organizational elements – the process, the people, and the technology. And, these objectives will inform our discussion of process.We’ll spend most of our energy and effort on the process and people elements.
  • This is the model I use as my guiding framework for almost everything I do – and, I find it is also an excellent way of framing the discussion around performance management.Know thyselfKnow the circumstances within which you find yourselfDecide upon your areas of focus – it is going to be very important to be very clear about the why – the more compelling the why, the greater the likelihood of creating advocates and alliesAction – this is actually two parts – the first being planning (failing to plan is planning to fail – and then the second part is to actually get busy doing with a level of commitment that signals to the world you mean business – half-hearted efforts yield half-hearted resultsAssessment/Evaluate – using the measures for success you identified during the Actin phase, do a check-in on how things are going; if necessary, recalibrate doing another self-assessment and external assessment to facilitate identifying the next best course of action
  • Failing to plan is planning to fail. Planning is paramount!Performance improvement requires benchmarks against which gains can be measured. The Human Capital Institute (HCI) developed the Strategic Human Capital Alignment Model to align business and human capital strategy with measurable talent and business results.Bottom-line, developing human capital within a Strategic Model drives better business outcomes from high cumulative impacts along the entire talent management chain. Putting more of the right people in the right seats inevitably translate into a more productive environment. Investments on the front end of human capital asset management practices result in reduced processing, improved assessment, and higher quality selection and a better ROI.Let’s look at a few numbers associated with this process. Read the numbers from the “Talent Management by the Numbers” handout.The most valuable function of a human capital management, talent management or a performance management system is to: provide decision support to management on all human capital decisions, with a focus on improving those criticalskills unique to each and every job that produce business results.
  • This is another model that displays the interdependent functions of an agency’s workforce. Understanding the integrated nature of these aspects will assist an agency in prioritizing and implementing action plans.The two models are very similar because they were developed by the same person but for two different organizations. I like this version because it shows that the organizational mission and the human capital strategy encapsulate the talent management process.
  • Here is a graphical depiction of a typical performance management process.The most valuable function of a human capital management, talent management or a performance management system is to: provide decision support to management on all human capital decisions, with a focus on improving those criticalskills unique to each and every job that produce business results.ACTIVITY: In dyads or triads, I’d like for you to discuss the benefits of the performance appraisal process to 1) the organization, managers, employees. {large group debrief}
  • An effective performance management process enables managers to evaluate and measure individual performance and optimize productivity by:Aligning individual employee's day-to-day actions with strategic business objectivesProviding visibility and clarifying accountability related to performance expectationsDocumenting individual performance to support compensation and career planning decisionsEstablishing focus for skill development and learning activity choicesCreating documentation for legal purposes, to support decisions and reduce disputesThis model depicts the cycle. When does performance management actually begin? Yes – on the employee’s first day. Strategic planning should have informed the type of hire, so that on the employee’s first day there is a reasonable expectation of the employee’s organizational contributions.
  • People are at the heart of this. And, while we endeavor to ensure our performance management process is fair, consistent and objective, it is still mostly a very subjective process influenced by the individual biases and motivations of the people involved in the process. How many of you are familiar with Maslow’s Hierarchy of Needs? It is perhaps one of the most famous models of human motivation. The model you see here is a newer brain-based model of human motivation developed by David Rock of the Neuro Leadership Institute.Status – esteem of othersCertainty – knowing what to expectAutonomy – sense of control on outcomesRelatedness – sense of safety with othersFairness – perception of fair exchanges between peopleThe performance management process is a likely threat trigger for almost everyone because it can impact each of these elements in a way that feels negative – both to employees and managers.
  • Giving performance feedback can be a source of tremendous stress for managers and employees. In our polite society, we don’t generally like to feel as though we’re criticizing, so we endeavor to be diplomatic or positive.I am a huge proponent of highlighting and emphasizing the positive for as long as possible – working in every possible way to leverage an employee’s strengths. And, during that period, managers are working as more of a coach. However, when it is clear that an employee is not gong to be able to successfully perform, the nature and tone of the feedback has to change. You’ll see a distinction of these two roles on the bottom of page 4 of your handout.So, what do we do we when we recognize an employee has a performance problem?
  • Use the Assessing Performance Problems Handout to discuss these:Cause – lack of skill, lack of motivation, personal difficulties, performance obstacles, inability to performType – execution (just not performing well), conduct (employee acting out), work rules (this should generally be addressed as conduct)Gap – managers must be able to clearly articulate what the employee’s expectations are and what the employee is actually doingSeverity – important so that the management response is consistent with the severity of the problem – don't under react of over reactConsistency – consider how similarly situated employees have been treated – guard against management bias and takes some of guesswork out of decision-makingLegal -
  • Once the manager has decided on the appropriate tools, the manager needs to develop a plan describing how the employee will improve his or her performance. A good action plan is:Task orientedSpecificSets goals and timetablesExplains consequencesRemoves obstaclesA SWOT analysis is an excellent tool for creating a plan. When developing the goals for the plan:I’m sure all of your are familiar with SMART goals. What does the acronym stand for? {specific, measurable, assignable (who will do it), realistic, and time-related.Here is a TARGET acronym you can also use. This is a bit more brain-based in that it uses words that are designed to have a bit more emotional appeal – razor-sharp and enticing.The enticing element is important. While it is important to create goals that are linked to the organization’s overarching mission and strategy, it is also critical to support employees in developing performance goals that they can vest in emotionally.
  • I’ll now just briefly touch on the technology piece. It actually informed the titling of this presentation because it is my hope that all of you who are employed by an organization of 20 or more people have moved beyond paper-based evaluation systems.Two of the biggest reasons managers and employees give for not liking the performance management process is that it is administratively burdensome and the return on the time investment is minimal. Leveraging technology can help with both of those. Automating performance plan development, tracking and recording saves managers and employees considerable time in the process, and having the numerical data can help the organization with its people measures reporting.
  • This particular model is at the bottom of page 3 of your handout. As you can see, there are a number of corporate functions that intersect with performance management. These functions play an important role in enabling and supporting effective performance management programs.ACTIVITY: In dyads or triads, please identify the three that you think are the most important and why.
  • Looking over our session objectives, I’d like for you to write down the two or three most important ideas or concepts you’ll take from today’s session and how you’ll actually use those to impact the performance management process in your organization. It can be a personal impact or a broader organizational impact.
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