This document outlines an agenda for a workshop on building a performance culture. The workshop will cover topics such as defining a performance culture, communicating vision and values, setting clear expectations, creating a feedback environment, and making performance distinctions. It provides background on the presenter's experience in management development, HR, and talent management. Examples are given of typical performance management processes and the psychology behind goal setting, feedback, and reward systems. The document emphasizes that an effective performance culture involves ongoing discussions between managers and employees rather than annual reviews.
Workforce volatility can profoundly impact productivity for individuals, departments or across entire organizations. From competitive job markets to rising employee turnover, there’s a common way employers of any size, in any industry, can overcome these workforces challenges – strategic compensation.
Culture First 2019: Day 3, Emerging wellbeing trends and the impact on cultureCulture Amp
Learn how some of the most innovative organizations are putting culture first with wellbeing. In this session, you'll learn 5 components to measure wellbeing initiatives and the impact it will have on employee engagement. Full session description coming soon.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
How to Improve Engagement Through Better Teamwork (and It's Not Through "Team...TalentMap
A sense of team and camaraderie is one of the most important determinants of employee engagement. For the employee, good team spirit work creates that crucial sense of belonging which provides the emotional bond to the organization, which is a precursor to engagement. In turn, good team spirit creates an environment of cooperation and collaboration which improves productivity and output.
Workforce volatility can profoundly impact productivity for individuals, departments or across entire organizations. From competitive job markets to rising employee turnover, there’s a common way employers of any size, in any industry, can overcome these workforces challenges – strategic compensation.
Culture First 2019: Day 3, Emerging wellbeing trends and the impact on cultureCulture Amp
Learn how some of the most innovative organizations are putting culture first with wellbeing. In this session, you'll learn 5 components to measure wellbeing initiatives and the impact it will have on employee engagement. Full session description coming soon.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
How to Improve Engagement Through Better Teamwork (and It's Not Through "Team...TalentMap
A sense of team and camaraderie is one of the most important determinants of employee engagement. For the employee, good team spirit work creates that crucial sense of belonging which provides the emotional bond to the organization, which is a precursor to engagement. In turn, good team spirit creates an environment of cooperation and collaboration which improves productivity and output.
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
The next five years are poised to bring more changes to the design and implementation of Total Rewards systems than we’ve seen in the last 20 years. Conventional approaches of organizations developing their own talent have been replaced with a “free agency” model of buying experience from competitors, which in turn ratchets up labor costs. This also creates more pressure to retain and engage existing employees and attract new employees through an improved employee value proposition.
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
Giving and receiving feedback can be intimidating, but that doesn't make it any less important for leaders, employees and the business. But how do you make feedback discussions an effective driver of employee engagement, retention and productivity?
Join us for this one-hour webinar where we'll share real-world strategies for fostering a culture of feedback in your organization.
You'll gain insights into:
How continuous coaching strengthens work relationships
The role of feedback in ongoing performance management
Tips for giving, receiving and interpreting feedback
If you’re planning to launch an employee experience program, you’ll have more to do than choose survey questions. Creating an effective–and doable– employee communications strategy is essential. Prior to the survey, you should plan to deploy communication that increases awareness and inspires employees to participate. During the survey, you should seek to motivate employees to action within the given time-frame. After the survey, you’ll want to share what you learned and what you plan to do about it. Here’s how to do it.
“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
Culture First 2019: Day 3, Living your values: tools to enhance the employee ...Culture Amp
In this presentation, At Your Core will guide people leaders and culture advocates on how to institutionalize their company core values across the employee experience, strengthening both the culture and the business. We’ll share examples of how relevant values and supporting behaviors, reinforced at different stages of the employee experience, drive engagement. You will leave with an action plan for hiring, recognizing and connecting with employees that puts the values at the forefront.
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.
Employee Engagement in a Challenging EconomyTalentMap
Thirty dollar oil. A sixty-five cent dollar. A tanking stock market. Clearly, the economy is providing its challenges for our organizations (public sector included!); but, what about our employees? How does economic turmoil affect employee engagement. If they have their jobs, even if they are secure ones, is it “employee engagement” as usual. The short answer is no. The economy and the environment does have an impact on employee engagement. Moreover, we are coming off the much bigger recession of 2008-09, and we know that most organizations tend to make things worse rather than better.
The next five years are poised to bring more changes to the design and implementation of Total Rewards systems than we’ve seen in the last 20 years. Conventional approaches of organizations developing their own talent have been replaced with a “free agency” model of buying experience from competitors, which in turn ratchets up labor costs. This also creates more pressure to retain and engage existing employees and attract new employees through an improved employee value proposition.
AOHC Webinar - How London InterCommunity Health Centre Used their Employee En...TalentMap
Join Michelle Hurtubise, Executive Director of the London InterCommunity Health Centre and Sean Fitzpatrick of TalentMap, as they take you through the reasons to conduct an Employee Engagement survey, the plan, communication, deployment, and how did they implement the action planning from the results to drive positive change.
ADDITIONAL TOPICS:
• TalentMap Offering to AOHC Members
• What’s In It For Me
• Employee Engagement for Dummies – Soft Copy
• Free Monthly Webinars On Organizational Hot Button Issues
Giving and receiving feedback can be intimidating, but that doesn't make it any less important for leaders, employees and the business. But how do you make feedback discussions an effective driver of employee engagement, retention and productivity?
Join us for this one-hour webinar where we'll share real-world strategies for fostering a culture of feedback in your organization.
You'll gain insights into:
How continuous coaching strengthens work relationships
The role of feedback in ongoing performance management
Tips for giving, receiving and interpreting feedback
If you’re planning to launch an employee experience program, you’ll have more to do than choose survey questions. Creating an effective–and doable– employee communications strategy is essential. Prior to the survey, you should plan to deploy communication that increases awareness and inspires employees to participate. During the survey, you should seek to motivate employees to action within the given time-frame. After the survey, you’ll want to share what you learned and what you plan to do about it. Here’s how to do it.
“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
Culture First 2019: Day 3, Living your values: tools to enhance the employee ...Culture Amp
In this presentation, At Your Core will guide people leaders and culture advocates on how to institutionalize their company core values across the employee experience, strengthening both the culture and the business. We’ll share examples of how relevant values and supporting behaviors, reinforced at different stages of the employee experience, drive engagement. You will leave with an action plan for hiring, recognizing and connecting with employees that puts the values at the forefront.
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.
In this SlideShare, Richardson discusses how decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. Richardson analyzes how to Driving Key Account Growth by Planning and Execution to Access the White Space.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
At first glance, stay interviews seem way too simple. Can managers really keep employees longer and cause them to work better, just by asking how they can help?
The answer is “yes”, and research tells us stay interviews can drive turnover down by 20% and more, and also improve employee engagement.
The reason is simple: Stay interviews help managers build trust with their teams. Well-respected research calls out these findings:
Voluntary turnover is skyrocketing in the U.S
Employee engagement has been flat for 15 years
Companies continuously survey employees and implement new programs to “fix” things
…All while employees most want a manager they can trust.
In fact, U.S. companies spend $1.5 billion each year to fix engagement but work around managers rather than through them…and hence make no progress at all.
Stay interviews offer retention and engagement solutions that cannot be achieved with employee surveys or exit surveys. These interviews are conducted one-on-one, put managers in the solution seat, and provide focus on top performers.
To be most effective, stay interviews must be implemented as a process rather than a one-time, solitary event. This process includes assigning managers retention goals, providing stay interview training to build probing skills, training managers to build effective, individualized stay plans, and forecasting how long each employee will stay.
What You’ll Learn
The value and limitations of employee surveys as they provide data but not solutions.
Study data that drives home the importance of supervisor effectiveness as the linchpin that drives each individual employee’s engagement and retention.
The value and techniques for converting engagement and retention to dollar values rather than continue to report them only as scores and percentages which fail to drive executive action.
Specific stay interview tools including questions to ask, data to record, and potential solutions.
The four required skills leaders must learn to make their interviews successful.
How to develop a tool to forecast employee turnover based on interview results.
This session is based on the presenter’s book, The Power of Stay Interviews for Engagement and Retention, which is Society for Human Resources Management’s top-selling book in history.
Turning Performance Feedback Into Positive Employee EngagementTalentMap
Performance feedback is one of those “sleeper” issues in employee engagement. Get it right, and often it isn’t one of the more important drivers of engagement, because other issues become more salient. Get it wrong, and it can prove to be a key obstacle to higher engagement. However, there is mounting research and practice that’s turning performance feedback and management on its head, which includes revamping appraisal processes, and moving to “career management” as opposed to “performance management”.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
Extending business performance within the organisation - The role of FinanceMehdi J. Alaoui
Finance dpt and particularly the CFO has a key role to play in the business performance implementation:
- Performance Management needs a frame: Process Management
- Momentum must be led by top management: Lead by example
- All the company need to be aligned: Integrated performance management systems rely on a comprehensive,
- Involvement and commitment of People is a key success factor
- Integrated set of Key Performance Indicators (KPIs) that manage performance throughout and across all levels of an organization
- Continuous improvement by increasing understanding of the core issues driving the performance
- Company must be leaner to be stronger and faster
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
HMZbiz - Humanized Business 4 Human Potential DevelopmentThais Mendes
It is very common to absorb the activities that come up or take advantage of opportunities that require quick decision.
But which ones are in alignment with realization and self-realization?
What is the collaborative positioning in the best alignment with satisfaction?
After clarity of purpose and differential as potential delivery, we follow a constant mapping of all activities that are part of life, including personal and family. When the leader performs best in all areas, becomes more accomplished and enhances performance.
Measuring Performance: Linking Money To Mission4Good.org
In the mission-oriented nonprofit world, it can sometimes be difficult to get your team to focus on the relationship between money coming in and the organization’s ability to effectively deliver programs and services to its constituents. While top-line measures are exciting they can also be distracting and counterproductive if they are not properly accounted for and effectively presented. Peeling back the covers on your finance organization can help your team, executive director, staff and board members truly understand your financial situation and see how finances directly impact programs. Financial operations reviews deliver insight. Reviews help organizations move beyond budgets and expenses into staffing, policies and processes. You will learn…
• The 5 “must ask” questions
• The 3 reports you should study
• The secrets of financial management
• How to determine financial viability of new programs and link money with mission
Lessons learned from working with thousands of SMB clients - Entrepreneurs Organization presentation - EO New Jersey - Oct 2014.
Management in the Digital Age
We are entering an era of “Digital Darwinism,” when society and technology is evolving faster than many companies can adapt. More specifically, it is the way we manage people that has struggled to keep pace with the rate of change. We need to reinvent management
Using Radical Transparency to drive Accountability and Engagement
Despite good intentions, most EO business leaders make the same fundamental mistake when they set goals for their people. Learn what really works and what doesn’t in terms of engaging and motivating your people, and holding them accountable for performance - based on direct observations of more than 5000 clients.
Key Performance Indicators - the right way
Research shows that 92% of companies do a poor job of measuring KPI's. Learn how to choose and track the key measures that will drive the success of your current business model, and drive the key functional areas of your company (the outcomes for this workshop are even more powerful if other members of your leadership team are present)
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in his workshop.
Similar to Gene Johnson - HRLeaders 2017 workshop (20)
Prebuďte spiacich lídrov (prednáška o tom, ako presadiť fantastické zmeny takmer nebadateľným spôsobom)
Ako hovoril Harry S. Truman: “Je neuveriteľné, čo môžete dosiahnuť, keď vám nezáleží na tom, kto za to získa obdiv.” C-J Green nás vo svojej prezentácii prevedie svetom “influencerov”, naučí nás dešifrovať zložité vzťahy v rámci organizácie a pomôže nám pracovať s nimi tak, aby sme boli schopní dosahovať fantastické udržateľné zmeny bez veľkých ovácií.
Joe Sullivan - Päť princípov naplnenia - HRLeaders 2019Maxman Consultants
Z krátkodobého hľadiska možno chceme dokončiť ten najbližší projekt, zvládnuť ťažké vyjednávanie, či komplikovanú prezentáciu. Z dlhodobého hľadiska však veľká časť z nás túži zanechať odkaz, urobiť niečo zmysluplné a hodnotné.
Joe sa s nami podelí o svoje skúsenosti z tých najúspešnejších firiem sveta, predstaví nám päť jednoduchých princípov a pomôže nám zamerať pozornosť tam, kde je naozaj potrebná. Nuž a našou úlohou bude nenechať si to pre seba.
Petr Skondrojanis - Záujem ako kľúčová kompetencia lídrov - HRLeaders 2019Maxman Consultants
Záujem ako kľúčová kompetencia lídrov.
Väčšina firiem tvrdí, že sa zaujíma o svojich ľudí. Väčšina firiem sa v skutočnosti zaujíma len o schopnosti a znalosti, ktoré ľudia v sebe nosia, ale rozhodne nie o “svojich ľudí”.
Otvorte potenciál svojich ľudí naplno! Stačí, aby ste vytvárali prostredie, kde môžu byť celou svojou bytosťou a kde o nich budete mať skutočný záujem. Obyčajný, ale autentický a vedomý záujem, ktorým im dáte najavo, že vás nezaujímajú len ich schopnosti dobre počítať, alebo kódovať, ale zaujíma vás ich spôsob myslenia, názory a nápady. Tvorte komunity ľudí, nie silu plnú bateriek.
Michal Beránek - Ako budujeme v OpenOne slobodný kmeň - HRLeaders 2019Maxman Consultants
Ako budujeme v OpenOne slobodný kmeň - čo sa nám osvedčilo, kde sme narazili.
Pred štyrmi rokmi sa v OpenOne vydali na cestu zmeny. Preč od hierarchie, autoritatívneho vedenia, vonkajšej motivácie, od ľudských zdrojov. Smerom k samoriadeniu, vnútornej motivácii, ľudskosti a láskavosti. Hovoria si slobodný kmeň a skúšajú rôzne formy toho, ako to robiť, aby to dávalo zmysel, prinášalo rozumné výsledky, bavilo ich to. Aby sa do OpenOne tešili a bolo to dlhodobo udržateľné. Michal nás rád oboznámi s tým, čo doteraz urobili a čo robia v oblasti vedenia ľudí, čo z toho mu pripadá inšpiratívne, čo sa im podarilo, aj v čom by sme si z nich určite nemali brať príklad...
Susan Basterfield - Musíme zmeniť benefity a spraviť ich cielene rozvojovými ...Maxman Consultants
Musíme zmeniť benefity - a spraviť ich cielene rozvojovými
Ponúkané benefity sa v súčasnosti pohybujú od ovocia zadarmo cez kalčeto a flexibilný pracovný čas, či miesto práce až po (v pár ojedinelých prípadoch) neobmedzené dovolenky. Je to milé, no v stále urputnejšom boji o prilákanie a udržanie najlepších talentov v organizáciách, musíme začať myslieť komplexnejšie.
Iba spoločnosť, ktorá dokáže vytvoriť podmienky, v ktorých môžu ľudia tak skutočne ľudsky rásť a napredovať (a nemyslíme tým rozvoj mäkkých zručností), priláka a udrží tých najlepších (bez ohľadu na kalčeto v herni).
Susan nám na stretnutí pomôže získať nadhľad nad záplavou atraktívnych benefitov a umožní nám pochopiť podstatu toho, čo je pre talentov skutočne obohacujúce.
Eric Blondeau - To, čo dnes vieme o mozgu, zmení váš pohľad na motiváciu... ...Maxman Consultants
To, čo dnes vieme o mozgu, zmení váš pohľad na motiváciu...
Neurológia, psychológia a behaviorálna ekonómia napredujú míľovými krokmi a biznis sa občas nestíha čudovať. Vo svojom príspevku nám Eric vysvetlí, kam sa posunulo chápanie mozgových mechanizmov z hľadiska motivácie, rozhodovania a osobnej efektivity.
Vitajte vo svete komplexného neznámeho a nepredvídateľného, v ktorom sa na nič nedá spoľahnúť… Alebo žeby predsa?
Firemní Rebeli sú na misii. Chcú, aby sa práca stala naplnením aj väčšou zábavou pre všetkých. Opustili svoje frustrujúce firemné pracovné miesta a vydali sa na cesty, aby navštívili tie najinšpiratívnejšie organizácie sveta.
Žijeme v dobe odlúčenia, stagnujúcej produktivity aj rastúcej nerovnosti. Veľká časť ľudí chodí do práce s nechuťou a odporom.
Výsledky z pracovísk, ktoré Firemní Rebeli skúmali počas troch rokov, však ukazujú, že existujú spôsoby, ako prekonať tento status quo. Vysoko angažované pracovné prostredia existujú a dajú sa replikovať. Na základe výskumu vo viac ako 100 výnimočných spoločnostiach po celom svete identifikovali Rebeli, čo práve tieto organizácie robia inak v ich kultúre, pravidlách a spôsobe riadenia. O svoje zistenia sa s nami radi podelia.
Milí študenti, priatelia a priaznivci,
na nasledujúcej prednáške semestra "Transformeri" nám prezradí sedem kľúčových faktorov, ktoré nás posunú od vízie k fantastickým výsledkom
Peter Strcula
Ako dosahovať fantastické výsledky v práci, športe či v osobnom živote?
Ako vo firme zdvojnásobiť obrat, prebiť sa v dave na pracovnom, či silne konkurenčnom trhu?
Ako čo najskôr pribrať, či schudnúť 10kg?
Odpovede nielen na tieto otázky nám prinesie Peter, za ktorého hovoria jeho skúsenosti.
Peter začal s predajom ako 16-ročný a obchodným riaditeľom sa stal, keď mal 23 rokov.
Posledných 10 rokov tak buduje a riadi obchodné tímy, tvorí obchodné a konkurenčné stratégie. Pomáha firmám zvyšovať obraty, expandovať na nové trhy a predávať viac.
Vo voľnom čase cestuje, športuje, venuje sa divadlu, dabingu a vzdelávaniu.
Vstup je voľný, všetci ste vítaní, stačí prísť odhodlaní dosahovať fantastické výsledky.
Ak chcete mať pravidelné informácie o ďalších prednáškach a témach, prihláste sa do nášho mailinglistu: eepurl.com/dHLjjX
Minulé prednášky nájdete vo video archíve: tinyurl.com/youtubearchiv
Prečo ráno vstávať do práce? | Hana Okruhlicová - TransformeriMaxman Consultants
Milí študenti, priatelia a priaznivci,
po horúcom lete vás opäť vítame v zimnom semestri Maxman University. Tešíme sa, že v rámci série prednášok vám môžeme predstaviť prvého "transformera" - je ním Hana Okruhlicová.
Ako nájsť každé ráno motiváciu, aby sa nám chcelo vstať do práce? Ako zmeniť svoj postoj a nastavenie pozitívnym smerom? Odpoveď na tieto otázky nám už najbližšiu stredu prinesie Hanka. Na základe svojich skúseností nám prezradí, prečo dobre sformulované a silné poslanie môže byť kľúčovým pre našu motiváciu, motiváciu zamestnancov a ako môže zmeniť smerovanie celej firmy. Ukáže nám jednoduchý návod, ako si sformulovať silné poslanie, ktoré nás bude poháňať vpred každý deň.
Hanka je spoluzakladateľkou konzultačnej spoločnosti Prometheus Partners, ktorá pomáha organizáciám a lídrom nájsť svoju misiu a prenášať ju do reality, aby si tvorili svet, v ktorom chcú žiť. Ako prezidentka klubu Slovenskí Toastmasters má zodpovednosť za fungovanie a smerovanie klubu a ako líder Toastmasters na Slovensku sa spolupodieľa na jeho rozvoji a ďalšom smerovaní. Hanka niekoľko rokov pracovala pre medzinárodnú spoločnosť, kde bola súčasťou brand marketingového tímu a mala na starosti výstavy či podujatia po celom svete, ako aj budovanie značky v online svete.
Vstup je voľný, všetci ste vítaní, stačí prísť a byť pripravený objaviť svoje silné poslanie. Prednášku podporil Startitup.
Ak chcete mať pravidelné informácie o ďalších prednáškach a témach, prihláste sa do nášho mailinglistu: eepurl.com/dHLjjX
Minulé prednášky nájdete vo video archíve: tinyurl.com/youtubearchiv
Teší sa na vás Hanka Okruhlicová a tím Maxman Consultants.
2. info@workingmatters.co.uk
MY BACKGROUND
2
PhD - Industrial/
Organisational Psychology
Management
Development
Programme
Senior
Personnel
Research
Psychologist
Lecturer in
Business
School – HR &
I/O Psych
Manager,
IQuentis
(outsourced
recruitment &
training)
EMEA Director,
Talent
Management &
L&D
Interim
International
Director, Talent
& Development
Interim Global
Director,
Leadership
Development
3. info@workingmatters.co.uk
AGENDA
1. What is a Performance Culture?
2. Communicating Vision & Values
3. Setting Clear Expectations
4. Creating a Feedback Environment
5. Ensuring a Development- & Improvement-focus
6. Making Performance Distinctions
7. Manager as Catalyst
8. Driving Cultural Change
3
4. info@workingmatters.co.uk
TYPICAL PM (MORE OR LESS)
4
Objective
Setting
Standard
template
Manager &
EmployeeDevelopment
Planning
Short-
term
Long-
term
A year
passes
…
Below Expectations
Exceeds Expectations
Meets Expectations
WHAT HOW
Performance Review
Forced
distribution
5. info@workingmatters.co.uk
PSYCHOLOGY OF PM
5
RATINGS
GOALS
• Motivational = provide direction
• Specific & challenging
FEEDBACK
• Directional (if constructive)
• Praise is good (warm fuzzies)
TRACKING
• Are goals reached?
• Individually
• Organisationally
REWARD
EQUITY
• MOTIVATIONAL
• Input-to-Output Ratio
• Distributive Justice
• Procedural Justice
6. info@workingmatters.co.uk
THREE ESSENTIALS
1. GOAL
S
Tell me
what do
I need
to do,
how
well, by
when,
etc.
6
2. FEEDBA
CK
Give me
feedback
that I can
trust.
3. REINFORCE
MENT
Acknowledge my
performance…
reward it or
develop me,
distinguish me
from others
(especially if I
excel)
10. info@workingmatters.co.uk
START WITH VISION &
BUSINESS STRATEGY
1. Staff are inspired by vision & mission
2. Staff live and breathe core values, which are
reflected in expectations and feedback
3. Strategic business objectives are linked to
individual objectives, through cascading
4. The purpose of performance management is
clear
10
11. info@workingmatters.co.uk
INSPIRE – STRATEGIC INTENT
Why are we
here?
11
• Captures the essence of
‘winning’ and achieving
What is the ultimate
objective? What is our
mandate?
• Is stable over time – the
‘end’ stays the same, but
the ‘means’ can change
and flex
Allows shift in short-term
action, but alignment must
remain
• Sets a target that
generates personal
effort and commitment
e.g., To be the best in the
world!
12. info@workingmatters.co.uk
THE GOLDEN CIRCLE
12
Start with WHY
WHAT
Every person on the
planet knows What they
do.
This is your job title,
function, the products
you sell or services you
offer.
HOW
Some people know
How
they do it.
These are the things
you do that make
you special or set
you apart from your
peers.
WHY
Very few people know WHY they do
what they do.
The Why is not about making money -
that’s a result. The Why is a purpose,
cause, or belief.
Your Why is the very reason you exist.
13. info@workingmatters.co.uk
CORE VALUES
Important and lasting beliefs or ideals shared by
the members of a culture about what is good or
bad and desirable or undesirable
13
Influence a person's
behaviour and
attitudes; serve as
broad guidelines in
all situations
Ends rather than the
means – what we
strive for individually
and organisationally
‘Why we do what we
do’
14. info@workingmatters.co.uk
PURPOSE OF PM
Decision-Making Development
• Significant, contingent rewards are
available (i.e., a budget)
• Pay decisions are more based on
tenure than performance, e.g., civil
services
• There’s a goal to drive high impact and
significant results through PM
• There’s little reward to be had – e.g.,
differential pay, pay at risk, other
meaningful rewards
• There’s a desire for strong and explicit
ties between performance and rewards
• The culture truly believes that staff
development is primary, because growth
leads to positive outcomes, e.g.,
performance
• Type of work lends itself to quantitative,
easy-to-measure work outcomes
• Type of work is not easily measured
with a rating
• Work outcomes are normally distributed
and there are clear high and low
performers
14
What makes most sense?
15. info@workingmatters.co.uk
SYSTEM DESIGN DECISIONS
SYSTEM
DESIGN
DECISIONS
DECISION-MAKING DEVELOPMENT
Type of
Rating?
Numerical ratings are
better – perhaps
essential?*
Categorical, non-
numerical ‘ratings’ are
better – behavioural
feedback is best
Manager
Narrative?
In addition to above,
narrative can justify rating
– must be aligned with
rating
Narrative is essential to
understand strengths and
development needs
Who Rates? Manager is gatekeeper,
integrater, and arbiter of
all input into a final rating
Manager not needed to
integrate; feedback can
go directly to employee
Calibration? Essential for equity Not so important
15
Adapted from Pulakos, E. D. (2009). Performance management: A new approach for
driving business results. Wiley-Blackwell.
16. info@workingmatters.co.uk16
What’s different?
PM is ‘wrapped’ in daily work, not an
annual event (no ratings)
Manager-employee engage in on-going,
effective discussions
Simplified admin requirements
That was then
Major disparity between PM
process and how employees
accomplished their day-to-day
work
Managers reluctant to give
candid feedback to employees
Managers viewed PM as little
more than an administrative drill
A new mindset, built on a few foundational principles:
Effective PM is an on-going process, not an
annual meeting and a form to complete
Day-to-day activities and practices predict the PM
quality rather than forms and scales
Employee – manager relationships are at the
heart of effective PM
PM systems need to be flexible to address
different business needs
Everyday PM
The results
69% of employees report receiving useful
development feedback
70% feel valued due to on-going
performance discussions with their
manager
17. info@workingmatters.co.uk17
ON-GOING DISCUSSIONS = MORE
ALIGNMENT, FOCUS, & AGILITY
Yes No
Understand how they contribute to
business strategy
80% 30%
Focus on work activities that most
impact business results
78% 31%
Adjust performance goals in
response to changing business
priorities
77% 28%
On-Going
Discussion
20. info@workingmatters.co.uk
SETTING PERFORMANCE
EXPECTATIONS
20
You get back what you expect, so set your expectations
high
Performance expectations go beyond
the
job description
• What goods and services should the
job produce?
• What impact should the work have
on the organisation?
• How do you expect the employee to
act with clients, colleagues, and
supervisors?
• What are the organisational values
the employee must demonstrate?
• What are the processes, methods, or
means the employee is expected to
use?
Results/Objectives
Goods and services
produced by an employee
often measured by
performance objectives
(WHAT)
Behaviours/Competencies
Methods and means used to
make a product, and the
behaviours and values
demonstrated during the
process
(HOW)
21. info@workingmatters.co.uk
PERFORMANCE OBJECTIVES
Timeliness
Timeframe to complete work
• Respond to requests within
24 hours
• Provide financial reports on
quarterly basis
21
Quality
How well work is performed
• 25% improvement in client
satisfaction
• Produces reports requiring no
revisions
Quantity
How much work is performed
• Responds to 95% of requests
• Wins 2 new accounts a month
Financial Metrics
Efficient use of funds, revenues,
profits, & savings
• Achieved a 15% savings on last
year’s budget
• Increase revenue by 4%
25. info@workingmatters.co.uk
GENERATING PERFORMANCE
TALKING
1. Real-time feedback is the core ingredient; be
wary of just adding check-ins.
2. The feedback environment is more than just
managers offering feedback; it’s about
everyone comfortable with feedback.
3. Feedback should derive from various,
credible sources.
4. Some workplaces may encourage employee-
driven feedback.
25
26. info@workingmatters.co.uk
FEEDBACK IS VITAL
26
GOALS
• Motivational = provide direction
• Specific & challenging
• Participative/collaborative (?)
FEEDBACK
• Directional (if constructive)
• Praise is good (warm fuzzies)
PERFORMANCE
• Are goals reached?
27. info@workingmatters.co.uk
REAL-TIME FEEDBACK
27
• Feedback in the moment, when needed…
• Must be immediate time connection between behaviour and feedback
(basic psychology)
• Constructive feedback about what’s not working
• Positive feedback about what is working… and recognition for a job
well done
Vast majority of constructive feedback
opportunities are when a
misunderstanding occurs, something did
not go as planned, or there’s a problem to
solve – informal feedback in the moment,
not end-of-year performance review!
28. info@workingmatters.co.uk
CONTINGENCY THEORY
28
Classic Behavioral
Psychology
Reinforcement Theory
states that a positive
reinforcement of an
action will cause it to
repeat, whereas
negative consequences
tend will make that less
likely
Adults in the workplace learn lots
of things through reinforcement
and feedback
Rats can be trained to push a bar
for pellets or jump a cage if
shocked
Pigeons can be trained to count
through feedback
A child learns not to walk in the
road by a slap on the bum
The Role of
Feedback
1. Informative:
it let’s you know
how you are doing
2. Motivational:
it energises you by
reflecting what’s
been achieved
Effective feedback has to occur at the same time (or very near to)
the original action or behaviour… otherwise the connection may be
lost
29. info@workingmatters.co.uk
CONSTRUCTIVE FEEDBACK
29
• Constructive feedback is:
information-specific (so not general)
issue-focused
based on observations of behaviour and not interpretation -
judgments like 'not very good ' and 'below average' are criticism
relevant to one’s job
• Includes examples of good and poor behaviour
this makes it crystal clear what is expected
description of behaviour that an individual should be exhibiting
provides a goal to aim for
even if already exhibited, describing good behaviour enables the
individual to use such behaviour again
specific description of 'poor' behaviour identifies which behaviours
need changing
30. info@workingmatters.co.uk
BEHAVIOUR-FOCUS, NOT
PERSON
30
Identity
Feedback may sometimes focus on
a person’s personality, suggesting
that they should change as a
person. This can be very
threatening to their identity. Make
sure to address the behaviour that
has to change.
‘The language you used with your
colleague was not acceptable’
(versus: ‘You are crude’)
‘The Logical Levels’
31. info@workingmatters.co.uk
USESACTION-IMPACT MODEL
31
1. Consistently poor
performance
a. ‘When you do X…’
b. ‘It makes me/others feel…, it
affects…, it (add relevant
verb)…’
c. ‘What I need you to do is…’
2. Behavioural issues
a. ‘Your performance has been…’
b. ‘The impact is that you are not
meeting target…’
c. ‘If it doesn’t improve by X, then
the consequences are…’
32. info@workingmatters.co.uk
CATCH THE GOOD
32
• Praise & recognition are
underutilised
• The power of a sincere ‘pat on the
back’ or simple ‘thank you’ can be
massive – it acknowledges input
and is a form of positive feedback
• Even more meaningful is
informative positive feedback –
e.g., ‘What I really liked about your
sales pitch was… If you wanted to
improve it, you could…’3:
1
(recommended ratio of
positive to constructive
feedback)
34. info@workingmatters.co.uk
CREDIBLE FEEDBACK
GIVERS?
34
Role best
suited…
To assess…
Supervisor WHAT gets done
Peers HOW it gets done (and
competencies like decision making,
technical skills, motivation)
Direct
Reports
Leadership, interpersonal skills,
communication skills, feedback and
development-focus
Customers Customer service, usefulness of
output
Self How others see you for comparison
35. info@workingmatters.co.uk
SOCIAL PERFORMANCE
MANAGEMENT
35
What it is What it is NOT
• Social media platform like
Facebook, LinkedIn, etc. - many
companies stream the recognitions
live on large screens throughout
their facilities
• An open forum for criticism.
Public feedback is all about
recognition
• Managers and employees establish
and share goals with each other
and track progress in real time
• Constructive feedback is personal
and thus is shared only with the
recipient
• Staff at all levels provide timely
feedback and recognition, making
it spontaneous and interactive –
they can even ‘like’ individual
recognitions and other content
• An employee’s performance
toward goals is visible only to
relevant individuals that the
manager and employee agree
upon in advance (generally team
members)
• Process resembles having a
conversation rather than capturing
records after the fact
38. info@workingmatters.co.uk
DEVELOPMENT EVERYWHERE,
AT ALL TIMES
1. PM is focused on improvement, not punitive.
2. Development is valued.
3. Development opportunities exist on-the-job.
4. Development experiences (even on the job)
have optimal structure.
38
40. info@workingmatters.co.uk
STRUCTURING OTJ
DEVELOPMENT
40
• Identify the
experience/development
activity
• Define the learning
objective
• Identify feedback data
• Agree feedback givers (if
not the manager) and
timelines
• Check & measure
progress, provide
support
Assessment
of
development
needs
Identify
development
activity
Targeted
outcome
Challenge/
stretch
Preparation
& support
Reflection
41. info@workingmatters.co.uk
3X3 REVIEW
41
• What can be learned
from past projects?
• What is your area of
development for this
project?
• Who can you talk to
about previous project
efforts?
Before
• Have circumstances
changed?
• What have you learned
so far?
• Who can help with
coaching at this point?
During • What’s changed from
the original objectives?
• What specifically did
you learn?
• What would you have
done differently or will
you do differently in the
future?
After
42. info@workingmatters.co.uk
PRIMING A GROWTH MINDSET
42
Priming a growth mindset with a structured or guided
conversation (e.g., focusing on goals for the future) enhances
receptivity
Contrast “You did well; you must be talented” with “You did
well; you must have worked hard on this”
Ratings foster a fixed mindset that they represent who
you are for ever and ever, leading to mental paralysis
In contrast, a growth mindset assumes continual
learning, growth, and improvement
Carole Dweck
43. info@workingmatters.co.uk43
Daniel Pink — Drive
• Traditional performance management squelches creativity & innovation
Samuel Culbert — Get Rid of Performance Review
• Reviews, ratings, & forced distribution curves demotivate
• Frequent informal performance conversations are key to driving
performance
David Rock — Coaching with the Brain in Mind
• Neuroscience points to need to rethink how we give feedback to
minimize threat and unlock creativity
Carol Dweck — Growth Mindset
• Growth Mindset drives performance – people can learn, develop, grow
• Embrace challenges, persist in the face of setbacks, see effort as the
path to mastery, learn from feedback, find inspiration in others’ success
• Eliminated
performance ratings
and reviews
• Manager and
employee meet
monthly
• Focus on goal
progress and
adjustment
45. info@workingmatters.co.uk
VITAL TO DISTINGUISH &
ACKNOWLEDGE
1. Strong performers are attracted to
organisations that recognise individual
contributions differentially via pay-for-
performance. This also means they will
abandon employers who do not differentially
reward exceptional performance.
2. Weaker performers will leave employers who
reward high performance, but are more likely
to stay when pay-for-performance
differentiation is weak.
45
47. info@workingmatters.co.uk
CENTRALITY OF MANAGER
ROLE
1. Managers don’t embed a culture, but they do
reinforce it (or not).
2. Managers implement every aspect of a
performance culture.
3. Managerial capacity is a concern. Training is
vital.
4. Reinforcement systems for managerial
behaviours are necessary, including
structure… but not too much.
47
48. info@workingmatters.co.uk
MANAGER AS COACH
CATALYST
48
Inspire
Link each
individual’s
work to the
organisation’s
mission and its
success
Grow
Develop as part
of one’s daily
work by
leveraging work
experiences
and others’
expertise
Align
Provide and
receive regular,
informal
feedback to
praise and
course correct
in real time
Adapt
Set shorter-
term goals and
expectations
that flex with
changing
situations
Trust and open communication are key for these
behaviours to work, but they also generate trust and
open communication
Pulakos, E. D., Mueller Hanson, R., Arad, S., & Moye. N. (2015). Performance management can be
fixed: An on-the-job experiential learning approach for complex behavior change. Industrial and
Organizational Psychology, 8(1), 51-76.
50. info@workingmatters.co.uk
BOSSES CAN TRUMP OTHER
EXPERIENCES
50
The original 70-20-10
research was about
Excellent & Terrible
Bosses
• One engagement
disincentive is a
mediocre boss
• Managers should be
held accountable for
staff development
Exceptional Bosses:
provide opportunities
for growth
provide exposure to
senior executives,
make connections,
open doors
develop skills and “fix”
flaws
inspire, raise the bar,
demand excellence
“watch me, listen to
me”
offer career advice &
guidance
51. info@workingmatters.co.uk
EMBEDDING DAILY MANAGER
BEHAVIOURS LEADS TO
SUCCESS
51
Corporate Leadership Council. (2004). Driving employee performance and retention through engagement: A quantitative
analysis of the effectiveness of employee engagement strategies (Catalog No. CLC12PV0PD). Washington, DC: Corporate
Executive Board.
Setting clear expectations
Providing regular informal feedback
Helping staff develop and succeed
Up to
40%
higher performance
3x
greater profitability
52. info@workingmatters.co.uk
PROJECT
OXYGEN
52
Be a
good
coach
Empower –
don’t
micro-
manage
Be
interested
in direct
reports’
success
and well-
being
Be
productive
and
results-
oriented
Be a good
communi-
cator and
listen to
your team
Help your
employees
with career
developme
nt
Have a
clear vision
and
strategy for
the team
Have key
technical
skills, so
you can
advise the
team
8 Habits of Highly
Effective Managers
Managers demonstrating
these behaviours had teams
with better performance,
retention, and work attitudes
53. info@workingmatters.co.uk
CEB RESEARCH: REMOVING
PERFORMANCE RATINGS IS UNLIKELY TO
IMPROVE PERFORMANCE (MAY, 2016)
53
Survey of 9500 employees & 300 HR Managers
Improvements in measures of employee performance that companies expect
actually fall because managers struggle to make and communicate
performance and pay decisions without ratings
Manager conversation quality declines by
14% because managers struggle to explain to
employees how they performed in the past and
what steps to take to improve future
performance
Managers have more time, but time spent
on informal conversations decreases by
10 hrs - managers don’t shift that extra time
toward ongoing, informal performance
conversations
Top performers’ satisfaction with pay
differentiation decreases by 8% - managers
have trouble explaining how pay decisions are
made and linked to individual contributions
Employee engagement drops by 6% -
managers unable to do the very things proven
to engage employees, e.g., set expectations,
hold clear performance and development
conversations, and provide appropriate
rewards and recognition
56. info@workingmatters.co.uk
# RATING POINTS
• Don’t worry about the number of points
• 5- and 7-point scales are the most common,
but in practice there’s not much of a
difference in how they are used – although
some managers maintain the 7-point scale
allows greater differentiation. It tends to be
about personal preference.
• If there is a lot at stake, then a 5-point scale
at minimum is necessary to differentiate
performance
• If there are fewer high and low performers and
this is clearly obvious, then use a 3-point
scale – where most people are ‘satisfactory’
56
57. info@workingmatters.co.uk
ELIMINATING RATINGS
• Should be more than a simple process change (so,
not just a process mechanic!)
• Will you be able to make decisions without ratings?
• Do you want to focus on development?
• Decisions require data – so there are still data
points being made somewhere, even if they are not
communicated – for example:
• Calibration sessions
• Shadow ratings
• Manager discretion
• Staff rankings
57
58. info@workingmatters.co.uk
REVIEW FREQUENCY
• Distinguish between reviews (annual or
otherwise), check-ins, and real-time feedback
• The trend is for quarterly or monthly check-ins
– these are meant to be reviews of progress
and support for performance corrections
• They may represent a ‘compromise’ in
structure – a placeholder to ensure the check-
ins occur
• What do you want to achieve in any of these
sessions?
• Don’t forget about the need for real-time
feedback – some processes with scheduled
check-ins may neglect this!58
59. info@workingmatters.co.uk
STRUCTURE & INPUTS
• To what extent do you want to simplify the
process?
• Some organisations have reduced numbers of
competencies and assessment metrics
• Do consider: what doesn’t get measured, may
not matter
• Keep in mind: what decisions do you need to
make, and what data do you think you still
need to make them?
• Also keep in mind: what inputs will drive the
desired performance and behaviour?59
60. info@workingmatters.co.uk
MULTI-SOURCE FEEDBACK
• Essentially, this is 360 feedback
• It is not a panacea – it can be quite cumbersome
• And most 360 systems are only used for
development feedback
• How structured do you want this to be? Some
systems take a broadbrush approach and ask all
raters to input on the same aspects – meaning
they’re not always relevant
• An alternative is Social Performance Management –
which can be more dynamic, but may result in less
balanced feedback
60
61. info@workingmatters.co.uk
FLEXIBILITY &
DOCUMENTATION
• What can you do to ensure your process is
agile and flexible?
• Will you allow goals to be revisited throughout
the year, as work progresses or changes occur?
• Can you do away with some documentation
requirements? (remember, this doesn’t mean
that you don’t document performance
discipline issues)
• Are there any industry or other regulatory
requirements that will restrict what you can
do?
61
62. info@workingmatters.co.uk
TAILORISATION TO YOUR
ORGANISATION & CULTURE
• Considering your situation, is there anything
not already mentioned that needs to be
reflected in your process design? What might
that be?
• For example, technology organisations may be
more comfortable with using social media
technology
• Engineering firms may be very comfortable
with quantitative data
62
64. info@workingmatters.co.uk
APPROACHING CHANGE
1. Plan for change - it can’t just ‘happen.’
2. ’Sell’ your organisation on the need for
change.
3. Ensure executives are aware of their
essential role in embedding a performance
culture.
4. Consider other reinforcing mechanisms
(including the central role of people
managers).
64
68. info@workingmatters.co.uk
MAKE THE CASE FOR
CHANGE
68
1. Current
State
2. Desired
State
3. Stakeholders
4. Success Measures
Strategy
Structure
Rewards
People
Processes
5.
Blueprint for Change
69. info@workingmatters.co.uk
BUILD THE CASE
69
BACKGROUND (How did we
get here?)
CURRENT STATE (Where are
we now? What’s not working?)
COSTS (How will we suffer if it
continues?)
FUTURE STATE (What would
it look like if it improved?)
BENEFITS (What are the
benefits of making the
change?)
FIRST STEPS (what initial
steps are needed?)
Create Urgency:
• Use data
• Create data
• Tell stories
70. info@workingmatters.co.uk
INSPIRE WITH A CHANGE
VISION
70
Why is this future state
more beneficial to
employees, the
company, or our
customers?
What would they feel
they have gained once
this future state has
arrived?
Show the benefits – the
practical, positive
effects of the change
Vision the Future:
• It looks like…
• It feels like…
• Our clients will
increase…
• Investors will flock…
• Morale will improve…
Think about a headline
that you’d like to
appear in the Financial
Times in a year from
now.
73. info@workingmatters.co.uk
THE SPONSOR
• Has authority, resources, and accountability
• Understands the change & must be committed
to it
• Puts into place change systems
• Focuses on the Desired State
• Empowers Change Agents
73
74. info@workingmatters.co.uk
LEADERS CREATE CULTURES
• ‘Unfreeze’ current state by highlighting
organisational threats if no change occurs, while
making others believe that change is possible and
desirable
• Articulate a new direction and a new set of
assumptions – act as deliberate role models
• Reward new behaviours, punish old ones – create
critical incidents
• ‘Seduce’ or coerce employees into adopting new
behaviours
• Create visible scandals to discredit sacred cows,
explode myths, symbolically destroy artifacts of
the past 74
Edgar ScheinLeaders as the Primary Embedding Mechanism
75. info@workingmatters.co.uk
WALK THE TALK (SHAPE THE
CULTURE)
• Engage people in dialogue about the performance
culture
• Live the culture you want
• Use symbols effectively
• Measure and reward exactly what you want
• Only make decisions that reinforce the desired
culture
• Invest resources (money, people, time) in the
desired culture
• Involve people – the more involvement, the
greater acceptance
• Change the role of information
75
76. info@workingmatters.co.uk
SECONDARY MECHANISMS
76
Secondary Articulation & Reinforcement Mechanisms
• Organisation design &
structure
• Organisational systems
& procedures
• Organisational rites &
rituals
• Design of physical
space, facades, and
buildings
• Stories, legends, and
myths about people
and events
• Formal statements of
organisational
philosophy, values, and
77. info@workingmatters.co.uk
SUPPORTING MECHANISMS
77
Calibration Sessions
• To get alignment between business,
team, and individual performance
• Using some ’benchmarks’ for a
common ’metric’ ….
Feedback & Other Training
• To skill-up managers and employees in
how to give constructive feedback and
proactively use process, coach, etc.
Employee Surveys & Audits
• To assess frequency of real-time
feedback, and increase in
meaningfulness of conversations
• To incentivise managers
• To hear from employees
Role Models & Champions
• To have executive leaders ‘walk the
talk’
• To identify managers who are good at
giving feedback and developing others
78. 78
CALLS TO ACTION
Join the Effective
Performance
Management
Community of Practice
on LinkedIn to share
your experiences and
learn about best
practices
Complete the
Performance
Management Trends in
Slovakia survey
https://www.surveymon
key.com/r/HRLeadersSl
ovakia
http://www.suerichardson.co.uk/product/th
e-authority-guide-to-performance-
management/
80. info@workingmatters.co.uk
CHECK-INS
80
LEADER AS
COACH
Not an add-on to
leader tasks, but
the actual work
of a leader
• Every team leader ‘checks-in’ with each
team member at least 1x a week
• Focus is on near-term, future
performance (‘What are you working on
this week, what are your priorities, how
can I help you achieve them?’)
• Future-focused coaching session on what
the person should be focusing on this
week, what they might like to do
differently, support
• Not an add-on to leader tasks, but
comprises the work of a leader
Effective leaders have frequent conversations with
their teams, typically once a week
TEAM
MEMBER-
DRIVEN
Best way to
ensure frequency
is for team
members to
initiate
FREQUENT
If you want
people to talk
about how to do
their best work in
near future, need
to talk often
81. info@workingmatters.co.uk81
Manager as Coach
Future-focused
No ratings
Individual
performance
objectives based
on specific
business
objectives
eMpower
Recognition
programme based on:
• Fostering
Participation
• Recognising
Performance
• Maximising
Employee
Potential
Performance Acceleration
82. info@workingmatters.co.uk
NO LABELS
82
Managers accountable for substantively guiding performance (i.e., no
ratings or distribution guidance)
Managers empowered to spend within budget
Real-time performance & development conversations
Process simplification
Leadership team discussion focused on alignment of standards
83. info@workingmatters.co.uk83
January to January
Performance Focus
July to July
Development Focus
MY CAREER
ANNUAL
PROCESS
• Review and close old business goals
• Establish new business goals
• Review development goal progress
• Review and close old development plan
• Establish new development plan
• Review business goal progress
On-going
performance &
development
discussions
On-going
performance &
development
discussions
• Employee-led
• No forms, unstructured
• Discussions not tracked
84. info@workingmatters.co.uk
TALENT MATTERS
84
• Self-developed objectives aligned with 5
common performance dimensions
• Future-focused evaluation (managers &
employees), using past performance as
context for future plans in 4 Cs
• Sharing calibration results to
communicate relative ranking across peer
groups
• Frequent conversations (2x-a-year
“Conversation Day”) to discuss future
aspirations (career goals and capabilities)
that set the stage to discuss performance
(contributions and connections) and
develop improvement goals
On Conversation Day, 88%
rated their conversations as
“helpful” or “very helpful
85. info@workingmatters.co.uk
AUCKLAND COUNCIL - FLIPPING
PERFORMANCE MANAGEMENT ON IT’S HEAD
What are we trying to achieve?
Why did we need a change?
The traditional annual review approach
wasn’t adding value:
- The review produced ratings, which
related to pay increases
- The focus was on the process, not the
quality of conversations.
- Employees and leaders said it was time
consuming, rigid and stressful, doing
little to support great performance
So was all that time and effort a good use
of resources? The evidence said no.
What we created
A conversation framework
called My Time, with conversation
tools for the employee and
coaching prompts for leaders,
based on four elements:
Align – the priorities for the team with the
contribution of the individual employee
Build – the strength of the employee–leader
relationship, and build individual
performance and development goals
Check-in – on work underway, what’s
working well, what’s getting in the way
Deliver – what we commit to. Review
achievement of goals and celebrate success.
This conversation framework is supported
by:
- A team plan – created with the leader and
their team. This creates visibility of what
the team is trying to achieve , how it fits
into the bigger picture and how the
individual can contribute to it
- A recognition framework to recognise
great work, demonstrate what great looks
like and encourage high performance
behaviours
- Development guidance and conversation
tools to support the employee in taking
ownership of their own development and
career.
A culture of high performance where
employees have greater ownership of their
own performance. This starts with a mind-
set shift:
- Employees set their goals and identify
what support they need to achieve these
- Leaders act as coach, providing guidance
and encouraging employees to lead
discussions, offer their ideas and come
up with solutions
- It is a partnership where the employee
and leader work together to achieve
goals
- Frequent quality conversations are the
vehicle for this.
The results so far…
An organisation-wide survey was
conducted six months after launch. The
results reported that:
- Both managers and employees were
experiencing benefits of My Time – the
process is simpler, more flexible and it
reduced process and administration
- Employees were more likely to have
frequent performance conversations
- Employees using My Time were more
likely to positively rate the statement ‘I
feel my contribution is valued in this
organisation’- one of Auckland Council’s
top 10 engagement drivers.
We see consistent use of the online portal
that houses all the tools and resources.
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