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Engage, Empower, Excel: Transforming Performance in the New Era of Work
- 5. What is thenew era of work?
- 6. There is ashift in workforce that cannot be ignored 95% of employees want remote (54%) or hybrid work (41%). ➢ Want workspace flexibility ➢ Also want professional growth ➢ Feel disconnected from the company and their peers ➢ Managers under greater pressure ➢ Existing processes & Tech are ineffective US Career Institute 27% of the workforce will be Gen Z by 2025 ➢ Desire flexibility and want to excel ➢ Like open access to information ➢ Want to know what is expected of them and how they are doing in real time ➢ Incentivized by recognition and compensation Zurich Insurance Group
- 7. The result, acrossall industries and sectors, is that managers are struggling. 51% say restructuring of teams has been a major complication post-pandemic. Layoffs, budget cuts and staffing challenges have likely contributed to this. Gallup 64% of managers have employees with additional job responsibilities. Gallup
- 8. What are companiesdoing wrong today?
- 9. Cultivating high-performing teams hasbecome harder than ever. Heavy workload limits time for interaction Managers account for 70% of variance in employee engagement. Lack of trusting relationships Difficult to develop relationships that enable honest feedback requiredto improveperformance. Day-to-day work eclipses growth planning Career developmentis the #1 factor in employee retention,but is often not prioritized. The impact is most reflected in company performance
- 10. Reducing investments in PeoplePrograms is short sighted Employee Motivation Companies with highly engaged employees increase profits by 23% and outperformcompetitors by 147% Effective Managers 70% of variationin team engagement is determined solely by the manager New Tools Existing tools are obsolete. 1/3rd of the time traditional performance management and approaches to feedback re so bad they make performance worse The impact is most reflected in company performance Gallup Gallup
- 11. How should companiesget this right?
- 12. Recognition → Impact +Performance Recognition → Impact People want to build genuine relationships at work. When you recognize accomplishments and celebrate their human-ness, employeeand team trust grows. People want to reach their full potential.When youcreate organizational alignment, give timely feedback, and empower managers, teams excel. When recognition and performance come together, peopleand companies achieve peak performance. + Performance
- 13. Where do westart? What do we need to do?
- 14. Bring the focusback on key relationships Company Outcomes High performing, highly engaged workforce Employees : Employees + Managers : Teams + Company : Employees +
- 15. Company : Employees Investin people programs Company Outcomes High performing, highly engaged workforce Celebratingpersonal events Awards for performance Incentivesfor importantcontributions Employees : Employees Alignmentthrough continuouscommunication Teamworkthrough collaboration Sense of belongingand community Timely actionthrough insights Managers : Teams Meaningful& timely connections Enabling teamperformance Insights on team engagement Analytics with performanceinsights
- 16. Purpose Start with strong mission,vision, and values Company+ Employees Celebrate your employees, incentivize desired outcomes Employees + Employees Mobilize teams, drive behaviors that matter through habitual recognition Managers + Employees Empower managers to enable teams in the natural flow of work High Performance Achieve peak potential Optimize each pillar to reach peak potential
- 17. 95% of managers aredissatisfied with performance management processes Gallup 98% of CHROs don’t believe performance management actually works Fortun e 14% of employees strongly agree their performance reviews inspire them to improve Gallup 1/3 of the time, traditional performance reviews and approaches to feedback are often so bad that they actually make performance worse Gallup
- 18. Shift the performanceparadigm Managing Performance Enabling Performance A process A process A practice not a process Subjective Assessment Subjective Assessment Data-driven conversation Compensation Driven Compensation Driven Growth-focused Top down Top down 360 discussion Anxiety-Inducing Anxiety-Inducing Positive & Constructive Costly Costly Simple and light-lift
- 19. 1:1s: From inefficientto easy & impactful Manager <> employee Manager <> employee Missed, infrequent Agenda driven by manager Focused on tasks/to-dos Professional topics only Lack of feedback Siloed from everyday work Missed, infrequent Agenda driven by manager Focused on tasks/to-dos Professional topics only Lack of feedback Siloed from everyday work Consistent, (bi)weekly Collaborative agenda Focused on growth & problem solving Professional & personal topics Positive & constructive Integrated into the flow of work
- 20. When using aproper check-in and coaching along the way, performance is enabled in the flow of work and reviews are just recaps …
- 21. How does technologycome into play?
- 22. Organization with employees Build aWinning Workplace Company Objectives High performing, highly engaged workforce Celebratingpersonal events Awards for performance Incentivesfor importantcontributions Integrations - Works seamlessly with the tools and platforms you already use. Employees with employees Alignmentthrough continuouscommunication Teamworkthrough collaboration Sense of belongingand community Timely actionthrough insights Managers with their teams Effective1-1s Showcasing team performance Insights on team engagement Analytics withperformanceinsights Power employeeengagement by fostering and strengthening key relationships at work
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- 28. How should HRenable this transformation to new processes aligned to the new way of working?
- 29. Partner with leadership…. ➢Implement solutions in partnership with business leaders ➢ Ask leaders what keeps them up at night ➢ Find solutions that are new and solve the underlying issues ➢ Align budget asks to business problems ➢ Use language that is business centric ➢ Employees impact company outcomes