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.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
Analyzing the Re-invented Performance Management - A Deloitte Case StudyTathagata Banerjee
In every organization one of the most important asset is the human capital. The team that makes
the company sustainable. Based on different hierarchy of different organizations, the
“management” tries to analyze the behavior, measure the performances against some set
benchmark and help to develop the skill set of the “employee” to align them as per the strategic
goals of the organization. This continuous push for higher performance is the main reason for
“Employee” Performance management.
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.
Webinar: How to Create the Ultimate Employee ExperienceYouEarnedIt
Is your company getting the most from its employee experience efforts?
Join us for a 45-minute webinar on building employee experiences that deliver business results.
The term "employee experience" is everywhere today, and its importance goes beyond mere buzzword status and HR circles. Employee experience programs are driving bottom-line results — one recent study found companies that invest in the employee experience are four times as profitable than those that don't.
Join YouEarnedIt's CEO and Director of Employee Experience for this 45-minute webinar guiding you through our most important discoveries from hundreds of research pages and thousands of employee surveys.
Watch for this webinar, and you will see:
The employee experience defined — learn exactly what the employee experience is, and how it can be tailored to your culture.
The employee experience quantified — get research-backed stats revealing how the employee experience boosts your bottom line, helping you build a business case for it.
The employee experience optimized — tips, tactics, and best practices based on survey data and successful companies for building a best-in-class employee experience.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
Full Study: Performance Reviews Get a Failing GradeAdobe
We surveyed 1,500 U.S. office workers for their thoughts on performance reviews, and unsurprisingly, people aren't fans of them. What we did unearth though are interesting reactions and feelings about the process. Shift through the full report.
Curious about how we've ditched the reviews for the Check-In? More on that here (https://adobe.ly/2j5NLUe) with resources to employ the Check-In for your org here: http://www.adobe.com/check-in.html
Analyzing the Re-invented Performance Management - A Deloitte Case StudyTathagata Banerjee
In every organization one of the most important asset is the human capital. The team that makes
the company sustainable. Based on different hierarchy of different organizations, the
“management” tries to analyze the behavior, measure the performances against some set
benchmark and help to develop the skill set of the “employee” to align them as per the strategic
goals of the organization. This continuous push for higher performance is the main reason for
“Employee” Performance management.
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.
Webinar: How to Create the Ultimate Employee ExperienceYouEarnedIt
Is your company getting the most from its employee experience efforts?
Join us for a 45-minute webinar on building employee experiences that deliver business results.
The term "employee experience" is everywhere today, and its importance goes beyond mere buzzword status and HR circles. Employee experience programs are driving bottom-line results — one recent study found companies that invest in the employee experience are four times as profitable than those that don't.
Join YouEarnedIt's CEO and Director of Employee Experience for this 45-minute webinar guiding you through our most important discoveries from hundreds of research pages and thousands of employee surveys.
Watch for this webinar, and you will see:
The employee experience defined — learn exactly what the employee experience is, and how it can be tailored to your culture.
The employee experience quantified — get research-backed stats revealing how the employee experience boosts your bottom line, helping you build a business case for it.
The employee experience optimized — tips, tactics, and best practices based on survey data and successful companies for building a best-in-class employee experience.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
Does your approach to Performance Management ‘Sing’ or ‘Sting’?Pivot Software
Does your approach to Performance Management ‘Sing’ or ‘Sting’?
How to focus on practices that create meritocracies,
and avoid being seduced by the technology.
http://www.pivotsoftware.com/ebook2/
Finding it hard to track the performance of employees? Install UpRaise for Employee Succes Jira OKR plugin With OKR Goals, Continuous Feedback & Performance Reviews. Know More: https://upraise.io/agile-performance-management-add-jira/
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.
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
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.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
Insights On Executive Onboarding Max Evansmaxbevans
** Manager\'s Choice in \'Onboarding - Best Practices in Accelerating Employee Transitions\' group 8th October 2011 **
This is a summary of my MBA thesis on the subject of executive onboarding. The key conclusion is that senior leaders need a tailor-made onboarding programme, An overly prescribed approach will fail to achieve the objectives of engaging recruits and reducing time-to-productivity.
Work has changed, so why haven’t our leadership strategies? Today’s organizations are idea factories, constantly trying to keep up in a competitive, innovative global marketplace. Gone are the days when leadership meant keeping track of clear, steady progress towards well-defined goals. We’re living in a creative economy, and leading top talent means understanding how learners are motivated. In this session, explore the paradox of psychological safety, the role of control and the myth of money as motivation. Learn how to ditch the habits that are holding your leaders, your teams and your organizations back, and explore new tools for leading the workforce of the future.
Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at http://www.csod.com/TalentIQ
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Hard Talk HR - How Performance Management is Killing PerformanceThe HR Congress
M. Tamra Chandler will provide you with all the tools and practical techniques you’ll need in order to be able to successfully rethink, redesign, and reboot performance management in your own organization.
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
Does your approach to Performance Management ‘Sing’ or ‘Sting’?Pivot Software
Does your approach to Performance Management ‘Sing’ or ‘Sting’?
How to focus on practices that create meritocracies,
and avoid being seduced by the technology.
http://www.pivotsoftware.com/ebook2/
Finding it hard to track the performance of employees? Install UpRaise for Employee Succes Jira OKR plugin With OKR Goals, Continuous Feedback & Performance Reviews. Know More: https://upraise.io/agile-performance-management-add-jira/
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.
Overview of the One Page Talent Management approach featured in the new Harvard Business Publishing book One Page Talent Management, by Marc Effron and Miriam Ort
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.
“Did you know that approximately 10,000 people will retire each day? This means 43 percent of the current workforce will retire in the next decade,” stated Steve Dobberowsky, Principal, Thought Leadership & Advisory Services at Cornerstone.
There are many challenges that government agencies face today, such as shrinking budgets and the Baby Boomer retirements. So, how are HR professionals adopting a talent management strategy that will drive positive results in this day and age?
In this training with GovLoop, we'll examine how the workforce is rapidly changing and the challenges and solutions that HR professionals are dealing with - including developing a Unified Talent Management strategy.
Insights On Executive Onboarding Max Evansmaxbevans
** Manager\'s Choice in \'Onboarding - Best Practices in Accelerating Employee Transitions\' group 8th October 2011 **
This is a summary of my MBA thesis on the subject of executive onboarding. The key conclusion is that senior leaders need a tailor-made onboarding programme, An overly prescribed approach will fail to achieve the objectives of engaging recruits and reducing time-to-productivity.
Work has changed, so why haven’t our leadership strategies? Today’s organizations are idea factories, constantly trying to keep up in a competitive, innovative global marketplace. Gone are the days when leadership meant keeping track of clear, steady progress towards well-defined goals. We’re living in a creative economy, and leading top talent means understanding how learners are motivated. In this session, explore the paradox of psychological safety, the role of control and the myth of money as motivation. Learn how to ditch the habits that are holding your leaders, your teams and your organizations back, and explore new tools for leading the workforce of the future.
Business leaders often say their employees are their organization’s most valuable asset. But how much insight do companies truly have into their workforce? Discover more at http://www.csod.com/TalentIQ
Performance management is undergoing a revolution. Businesses around the world are adopting more flexible systems for appraising their employees. This new trend has likely left you a bit unsettled: "Should I follow this trend?" "If so, what approach is right for my company?" "How do I align my pay strategies with a less structured performance appraisal process?" "What are the performance metrics I should be managing?" If you find yourself grappling with these issues, you will not want to miss these slides! http://www.vladvisors.com/compensation-knowledge-center/webinars/pay-and-the-demise-of-performance-management
Adding velocity and alignment to your leadership development efforts. Too much of leadership effort is about throwing seeds and hoping that a strong plant will grow. We dont need one plant. We need many plants
Stop losing your best talent! Mini case studyHedda Bird
At risk of losing your top talent? Enjoy this short case study showing what one company did to stem the loss of its best engineers to the competition ( and no - it wasn't a pay rise!).
Key insight - letting people know they are valued and you have plans for them makes a lot of difference - sounds obvious, but challenging in practice!
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
Small businesses have been at a competitive disadvantage compared with larger companies when it comes to access to affordable and effective tools and resources. Thanks to improvements in HR technology and the resulting lower costs, as well as social media, small businesses now have access to peers as well as cost effective high functioning talent management systems.
Small business owners and HR leaders often recognize that employees are the most valuable asset but taking the first step towards identifying and executing an effective talent management strategy that can lead to engaged employees and small business success is often not top priority.
Systems and strategies are equally important when attempting to ensure results in small companies as they are in large organizations. Statics show that organizations that implement effective talent management solutions outperform like companies by in excess of 22%.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
Maximize your 360 with competency based micro-learning. ThinkWise hosted webinar highlights difference between 360 and performance management. 360s drive useful insights into personal development where performance management is always looking in the rearview mirror.
In-depth discussion of HR Key Performance Indicators - selecting, measuring them, and designing tracking and decision processes to enable a strong, sustaining competitive advantage in your business... This deck was presented on 4-7-2015 as part of a BLR sponsored Webinar .
You Have All the Right Pieces, but Do You Have the Right Glue?James Fitzgerald
While most modern manufacturing companies have invested in performance management tools, they often fail to drive improvement in anticipated ways. Without a performance management methodology that glues the pieces together and creates a culture that truly drives business decision-making based on metrics, companies can’t realize the value of key performance indicators. Myrtle Consulting’s Management Operating Systems Deployment Methodology leads to better decisions and increased profitability be serving as the glue for performance management tools.
LinkedIn provided a course at how to win the retention game? finding the perfect employee for the job is a very hard task, despite some saying everyone is replaceable, read here why and how to win back your loyal employees and how to retain others.
3C Performance Management Training Brochure 2024Hedda Bird
A range of tailored Performance Management workshops for Leaders, Managers and Employees. Includes 121 Coaching, Setting Expectations, Effective Performance Review /Appraisal Conversations, Feedback and Listening Skills, Dealing with Poor Performance, and more. Workshops can be delivered in person or virtually.
Dealing with Poor Performance - get the full picture from 3C Performance Mana...Hedda Bird
Helping managers deal with Poor Performance. 3C share their thoughts and tips on the key things to consider when that difficult poor performance conversation just didn't work. Written by 3C's MD and Performance Management Specialist (and author of The Performance Management Playbook) - Hedda Bird
This brilliant one day workshop for managers uses story telling, discovery, and coaching practice to create a powerful learning experience. Managers will be able to move away from dull annual appraisals to having great feedback and coaching conversations all year round.
Performance Management White Paper by Hedda Bird (3C)Hedda Bird
A performance management white paper that enables you transform how you manage performance and ensure that strategy becomes action on the front line. Fully referenced with the best in class research alongside leading edge thinking. Also introduces the Performance Management Canvas as a completely different approach as a fresh approach to re-thinking the purpose and practice of managing performance in organisations large and small.
3C's Frequent Feedback a light touch alternative to appraisal systemsHedda Bird
Appraisals don't have to be heavy on forms and bureaucracy! The Frequent Feedback platform puts creating great conversations front and centre of its design. We developed it because nothing on the market really helps managers with the coaching advice they need, just when they need it, And our clients are discovering it's a perfect alternative to traditional Performance Management systems. Take a look!
UPDATED - 3 quick wins for managers to love appraisals Hedda Bird
Ensure your managers feel confident and capable as they start Performance Reviews. Share this updated version of one of our most popular slides sets. The tweaks reflect your comments and feedback over the years. Managers find it a brilliantly practical approach - feel free to share widely as appraisals come round again.
Transforming Performance Management (not tinkering at the edges) feb 2017Hedda Bird
Transforming performance management has RISKS as well as rewards. Some people invest big in coaching skills for little or no return. There is no single answer but there is a strategic approach to rethinking appraisal and performance that will help you get it right.
How to appraise experts and professionals Hedda Bird
Managing the smartest people can be really tough - aren't they smart enough to know what to do without being told. and hey - why should they listen to you - your just a boring manager who might be getting in the way of their pet project. Read this case study for an interesting take on the how the 'smarts' can best manage the 'smarts'.
Are your managers Goal Setting or Fire FIghting?Hedda Bird
When all the evidence shows that people with good goals at work out-perform the rest without having to work harder - WHY don't managers set good goals for their people? This research summary throws some light on the challenge for you.
Performance Related Pay - Is it fair, transparent, behaviour-changing?Hedda Bird
A presentation designed to help HR professionals understand how Performance Related Pay can reward effort, support talent management and re-think the way the organisation rewards its people
The secret of succesful Appraisals & Performance Management Hedda Bird
Creating succesful performance reviews and appraisals is not magic or an accident! It's the result of studying what works in practice! Who is responsibe for what? If managers are responsible for everything you cannot be surprised if, to quote a client of ours ' they run screaming in the other direction'. There is a better way...
The foundations of talent management: understanding potential. Staff Fevelop...Hedda Bird
What does 'potential' mean in the context of Talent Management? Why might an organisation need different kinds of talent at different stages of the business cycle. How can we identify such potential? What are the risks of simply hiring new talent? Applicable to all who have to assess potential, whether public, private or Not-for-Profit. A presentation and workshop for the SDF conference 2014.
Love Your Appraisal - 3.5 tips for appraiseesHedda Bird
3.5 essential tips for appraisees to help make performance reviews/appraisals effective. Appraisals are a two-way conversation between the manager and the appraisee - it is about YOUR development and YOUR performance. Read these tips to help you love YOUR appraisal!
Great appraisals 3 essentials for managersHedda Bird
Managers - reduce your stress. Prepare these three essentials for each performance review or appraisal you have to do. You will feel more confident, stay on track and hey - might even find it a useful way to spend time with your people.
Financial services & Performance Management - what works, what's BLAH, what t...Hedda Bird
Appraisals, performance reviews - call it what you like, the financial services sector is under huge pressure to deliver culture change. A critical part of the solution is building performance management processes and practice with the goals, behaviours and measures that will drive the ethics and cultures demanded from regulatory bodies. every HR or OD professional in the sector is grappling with this challenge - here's an overview of research showing what works in practice.
3. “Performance Scorecards focus on what really matters
to the business every day.”
3C insight - Hedda says:
“Creating the unique Performance Scorecard approach for this business made
three things happen:
1. It clarified what is really important to the business and its culture
2. It established total consistency - clear, fair and transparent - about how to
measure leader performance. It’s the same for everyone
3. It stopped people wasting time writing objectives. If every leader spends just
one hour writing objectives then that is a phenomenal amount of time - and
the chances are it was taking much longer.
Performance Scorecards are particularly valuable in environments where the
strategy is clear and understood and there are plenty of existing KPIs being used
to manage the business. Evidence to date shows that the questions focus staff on
what really matters to the business - and how each person can change their behaviours to improve their performance.
By harnessing the power of questions, the Performance Scorecard looks set to have a transformative effect, not just on the
appraisal and performance management process, but on the whole business.”
At the very least, the questions are driving
good conversations
The process underpinning the Scorecard is extremely clear.
The questions are asked twice a year; people perform a
self-assessment and then discuss this with their managers.
The conversations are about evidence and any differences in
perceptions of performance. Staff know that the questions
are the same for everybody and that Scorecards will be
shared. The questions distil ‘this is what doing a good job
looks like’. There is no space for fudging or for people to
say that a question is not relevant to them. At its simplest,
the questions are driving very good conversations. Everyone
knows what the conversation is about which creates clarity
and reduces wasted time. The process gives people confidence
in their management capability and helps them develop good
judgement about what they need to do their job well.
To date the Performance Scorecard has been translated into
five languages. A simple piece of software has been written
to support it but the concept could also be supported by
available software.
It is questions rather than objectives which
drive the behaviours required in the business
The Performance Scorecard cuts to the essence of what an
organisation has to do and so what is important in a person’s
job. Objectives are often added on top of a person’s job
whereas in the Performance Scorecard everyone is measured
on the same critical issues. Instead of setting out to meet an
objective, a standard or ceiling, the Scorecard promotes and
supports the idea of continuous improvement. Because the
Performance Scorecard is based on improvement questions,
not objectives, it is starting to change people’s behaviour.
“I’m sure you’ve been overwhelmed with positive
feedback but just in case you haven’t - this system is
great. The questions are appropriate, the rating is very
clear, the time taken is small and the opportunity to
discuss real business impact and performance is great.
Well done to the team who put this together.”
General Manager, Mining Operations - Global Mining
Company
Hedda Bird, 3C Managing Director
and Founder
No
Have you held each member of your team accountable for their performance?
Example Scorecard question, with sliding scale:
Yes (just) Yes (stongly)