This document summarizes Pia-Maria Thorén's presentation on implementing an agile performance management framework. Some key points include:
- The traditional performance management process did not increase performance or support managers. A new framework is needed that focuses on empowerment, coaching, feedback and continuous improvement.
- Performance is best when employees feel engaged, have autonomy, receive feedback and development opportunities, and trust their managers and teams. The new framework aims to create this type of environment.
- Changes proposed include moving from an imperative HR-controlled process to empowering managers with a flexible toolbox. It also shifts the focus from yearly assessments to ongoing performance management linked to objectives.
IBM Analytics: Thought Leadership White PaperCasey Lucas
Implementing Agile Performance Management.
The findings, focusing on the early days of
adoption, provide evidence-based guidance for
organizations considering a move away from traditional
performance management programs and looking for a
more agile approach.
IBM Analytics: Thought Leadership White PaperCasey Lucas
Implementing Agile Performance Management.
The findings, focusing on the early days of
adoption, provide evidence-based guidance for
organizations considering a move away from traditional
performance management programs and looking for a
more agile approach.
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Most managers see functional and organizational boundaries as barriers, yet to thrive in complex markets, organizations need boundary-spanning collaboration, cross-organizational thinking and dynamic rather than functional leadership. Maximize your organization’s agility and velocity by making dynamic teaming and leading its new normal.
On September 27, 2017, there was an AgileHR Meetup in Amsterdam. Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a short presentation on current trends in performance management. These are the slides he used.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
This presentation is part of a case study competition completed jointly by Akshay Ravindran, Avinav Prakash & Gautam Jayasurya of TISS HRM & LR 2017-19.
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
Before Onboarding: An Executive Integration Overviewsegueconsulting
This is an overview of DHR International's Executive Integration Global Practice. EI is a process that begins when an offer is accepted and concludes 90 days after the new hire's start date. The new leader arrives fully prepared to secure early wins, sustain them and avoid costly, preventable mistakes.
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
The new workplace is collaborative, social and fast moving. Traditional approaches to performance management don't work in this new world of work. Yet skills, ongoing development and a purpose are needed now more than ever.
This Slideshare looks at why Agile Performance Management is needed, how we got here and how it works.
Further information about Agile Performance Management can be found at http://www.cognology.com.au/agile-performance-management/
High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and...Snag
Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.
Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:
– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Most managers see functional and organizational boundaries as barriers, yet to thrive in complex markets, organizations need boundary-spanning collaboration, cross-organizational thinking and dynamic rather than functional leadership. Maximize your organization’s agility and velocity by making dynamic teaming and leading its new normal.
On September 27, 2017, there was an AgileHR Meetup in Amsterdam. Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a short presentation on current trends in performance management. These are the slides he used.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
This presentation is part of a case study competition completed jointly by Akshay Ravindran, Avinav Prakash & Gautam Jayasurya of TISS HRM & LR 2017-19.
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
Before Onboarding: An Executive Integration Overviewsegueconsulting
This is an overview of DHR International's Executive Integration Global Practice. EI is a process that begins when an offer is accepted and concludes 90 days after the new hire's start date. The new leader arrives fully prepared to secure early wins, sustain them and avoid costly, preventable mistakes.
5 Employee Relations Metrics you Should be Tracking & WhyDovetail Software
If tracked correctly, ER metrics can help determine the root cause of workforce trends in your organization. In this webinar, human capital strategy consultant and 20-year HR veteran Cathy Missildine-Martin will reveal five critical ER metrics you should be tracking and why.
Join us to learn:
* Why ER metrics are just as important to HR analytics as performance metrics
* How to use ER metrics to drive corporate policy change
* What ER metrics you should be tracking and what they reveal
* How to use technology to track, measure and report on ER metrics
This must-attend webinar will help ensure that you’re including the metrics necessary to paint a full picture of what’s going on in your organization’s workforce and have the insight you need to build an effective human capital strategy.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
'Leadership skills don't come naturally to everyone. But they can play a major part in a leader's success'... The latest addition to our slide-deck library looks at 'Management & Leadership' skills
Five Steps to Delivering a Competency-Based Development PlanHuman Capital Media
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.
Objectives:
Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
The new workplace is collaborative, social and fast moving. Traditional approaches to performance management don't work in this new world of work. Yet skills, ongoing development and a purpose are needed now more than ever.
This Slideshare looks at why Agile Performance Management is needed, how we got here and how it works.
Further information about Agile Performance Management can be found at http://www.cognology.com.au/agile-performance-management/
Agile Cambridge 2016 | Agile HR – The 21st Century People ApproachFabiola Eyholzer
Cambridge; UK | Sep-29-2016
People are the heart & soul of Agile – and Human Resources. The time is right to invest in Agile HR. We will talk about how to turn your Human Resources into Agile People Operations and boost your agility; and we will share stories and examples of Agile HR practices and their impact.
--
Transforming your organization into an agile enterprise is no small deed. And it does not matter where you are on your way towards embracing agility on all levels. There will be a time when you need to align your people solutions with the mindset and demands of agile people and organizations.
The time is right to turn your Human Resources into Agile People Operations and any investment in modern People solutions is an investment in your people.
We will talk about how to shift from a traditional to an Agile People approach and we will share stories, ideas, and examples of Agile HR practices and their impact.
Updated brochure on Cultivate Talents AMP methodology designed to link strategy and setting direction with implementing the right change method and using business focused applied learning for leaders around business activities and improving performance
Lead, Empower, Motivate! Monthly leadership workshops in Southern California for current and future supervisors, managers, and HR professionals. HRCI recertification credit.
IWAM: Ignite Performance By Unlocking Your Leadership & Organizational Motiva...Denise Corcoran
What if you could ...
* Easily predict the performance of your leaders, employees and organization?
* Gain access to the underlying motivators that drive your employees and yourself to do their best work?
* Eliminate costly hiring mistakes and determine in advance to what extent a candidate will perform well on the job or which candidate would be the best fit?
Learn how IWAM -- a unique assessment uncovering your underlying motivation patterns -- has helped many companies ignite a new level of performance.
IWAM (Inventory of Work Attitudes and Motivations) is the only online assessment that uncovers motivation and attitude patterns that drive employee and organizational behaviors, performance and results.
Using the IWAM assessment has helped other companies: 1.) increase revenues as much as 33% in 6 months; 2.) hire a high performing sales team; 3.) reduce turnover by 62%; 4.) increase the leadership team’s communication and effectiveness; and more.
Other popular applications include: synergistic team development, conflict resolution, leadership coaching, employee engagement and motivation, culture analysis and change, and many more.
Based on the latest cognitive science findings, IWAM is the highest predictor of human performance and a key predictor of Emotional Intelligence than any other available assessment. Also includes a Model of Excellence capability to profile the key patterns of top performers.
Evolution Of Hrm, Difference b/w PM & HRM, Functions, Wheels Of HRM, Harvard framework of HRM, Challenges faced by HRM, 5- P Models of strategic HRM-- By Akio Morita, Founder, Sony Corporation.
or the first time ever there is a comprehensive theory of organization that places human performance in its rightful place as the driver of strategic roll out and success.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Business Valuation Principles for EntrepreneursBen Wann
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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