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Transforming Performance Management (not tinkering at the edges) feb 2017
The document discusses the transformation of performance management practices to foster regular feedback and coaching conversations among managers. It highlights the shortcomings of traditional methods and proposes a more fluid, behavior-driven approach that emphasizes employee engagement and accountability. The document also suggests actionable steps to implement these changes effectively within organizations.
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Transforming Performance Management (not tinkering at the edges) feb 2017
- 1. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Transforming your organisation’s approach to Performance Management (not tinkering at the edges) How to get managers to have regular feedback and coaching conversations and manage performance all year round by Hedda Bird MBA Managing Director, 3C Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 2. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Good Performance Management stops people dying Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 3. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Is your Performance Management fit for purpose? The intention • Everyone knows WHAT they should be doing • Everyone understands HOW they should be doing it • Everyone is held ACCOUNTABLE Organisation performance should be improving The reality • Goals out of date/ irrelevant • Behaviour all over the place • Engagement dropping • Productivity stalling • Performance management processes divorced from operations Impact on organisational performance hard to discern Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 4. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 What’s going on? A handful of well-known organisations are making announcements: •Removing Ratings •Forgetting Forced Rankings •Abandoning Appraisals •Pausing Performance Management At the same time there is a push for a more fluid approach to deliver •A feedback and coaching culture •Managing of performance all year round •A wider recognition that performance is driven by behaviour as much as tasks Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 5. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Implications of these changes Assumptions •managers will focus on having regular feedback and coaching conversations •more feedback and coaching will increase employee engagement •all employees will take a much greater responsibility for their own performance •more feedback and coaching will improve organisational performance However, most research shows… •Managers don’t ‘notice’ the points at which to intervene •They leave intervention in performance issues until they have become awkward, challenging or just plain difficult •Once it’s difficult, then procrastination starts •Even when they do aim for regular 1- 2-1s, these frequently focus on operational issues and not performance Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 6. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Not all approaches have been succesful Winners • Senior Leaders set a powerful, motivating context for regular feedback and coaching • Leaders and managers at all levels BELIEVE that frequent feedback and coaching will deliver the outcomes they WANT Losers • Big investments in ‘coaching skills’ are not matched by a change in role priorities for managers • Regular feedback and coaching are not DESIGNED- IN to performance management practice Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 7. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Use Performance Management to TRANSFORM strategy implementation Encourage innovation Research led Take risks Customer experience Complete package Service culture Think ‘lean’ Reduce waste Focus on cost drivers Weak decision making Conflicting priorities Pet projects Adapted from ‘The Discipline of Market Leaders’ by Wiersema + Treacy, 1995 Ref: ‘Are Leaders Portable?’, Groysberg et al , HBR 2006 Employee engagement Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 8. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Case Study Research shows approaches most likely to deliver success • Begin with the most senior people – What do they really need to be different? – Where do they need/want to take the organisation? Create the desire for managers to ‘talk performance’ and ‘spread the word’ • Engage professional and technical ‘experts’ in becoming people managers through a programme that goes straight to the heart of having great conversations Create the light bulb moments - It’s a skill I can learn! I need to learn it (avoid the pain), I want to learn it (emotional pay-off)! • Engage all employees through a similar journey… Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 9. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 TRANSFORMATION will win the resources (tinkering won’t) • What do your leaders NEED… – What do they really need to be different? – Where do they need/want to take the organisation? • How MUCH do they need it? • DESIGN Performance Management to deliver this… – It MAY include dropping objectives, removing ratings, abandoning annual appraisals… – Or it may not! It WILL include your leaders and managers WANTING your transformed approach Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 10. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Next Steps – Use the Jumpstart programme, for re-thinking Performance Management – Engage senior managers and leaders with the ‘Delivering Strategy through Performance Management’ workshop – Secure manager buy-in to a feedback and coaching culture with ‘Carry on Appraising’ Management Development Workshop – Engage entire workforce with ‘It’s MY appraisal, it’s MY performance’ Forum Theatre Development Workshops Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
- 11. Copyright 3C AssociatesLtd | info@3cperform.co.uk | T: +44 (0) 1491 411 544 Talk to us – you are in great company Turning experts and professionals into great people managers www.3cperform.co.uk 3C Associates Ltd©
Editor's Notes
- #13 Delighted to welcome new faces. Introduction to us before you introduce yourselves to each other 3C going for 8 years, heritage in L&D, focus on the softer skills – mangement development, coaching, customer service. Always looking for creative ways to deliver. Need to measure effectiveness My background – mathematician, business woman. Innovation in evaluation, analysis and use of technology for measurement Bring everything together, realised that Performance Management is at centre – set goals, measure performance, design solutions to deliver business impact with clear business case, Implement as creatively as possible for maximum effectiveness and efficiency Proud of our client list – Nwide first customer 8 years ago, still working with them. Nestle Purina 5 years ago first coaching, then evaluating training, now designing perf mgmt programmes to bring consistency across Europe. Portrait – also 5 years ago, focus on Mgmt develop and Perf Mgmt since beginning. Lived with them through turn around.. Many NHS client, several in housing and social care. We hope you will join them entering very exciting phase of our development, and share best of our expertise with you.