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.
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.
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
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.
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.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Praxis proprietary - People Value Creation - is a holistic approach to keeping employees engaged and making them productive such that the organisation creates value through people.
Building an Enterprise Class Sharepoint TeamColumbus Brown
Job descriptions for SharePoint administrators are often filled with expectations that are rarely achieved by one individual with superhuman powers. With the rapid growth and adoption, trying to build a team of qualified individuals to support your SharePoint deployment becomes a very difficult task.
In this session you will learn about the roles and skills needed on a team to support the business and technical side of a SharePoint deployment. We will also discuss the risks of not having certain roles for a given size deployment. Finally, you will be given some practical ways to communicate your resource needs to your leadership and HR department.
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.
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.
Director of Talent Management at Hudson, Aaron McEwan and Dr. Ben Palmer, CEO of Genos International will lead a discussion presenting data on the current Australian business sentiment and initial findings from a global research project on essential ingredients in motivating your workforce.
This session will provide you with new insights on how ‘best in class’ organisations are improving productivity, growth and shareholder value.
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.
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.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Praxis proprietary - People Value Creation - is a holistic approach to keeping employees engaged and making them productive such that the organisation creates value through people.
Building an Enterprise Class Sharepoint TeamColumbus Brown
Job descriptions for SharePoint administrators are often filled with expectations that are rarely achieved by one individual with superhuman powers. With the rapid growth and adoption, trying to build a team of qualified individuals to support your SharePoint deployment becomes a very difficult task.
In this session you will learn about the roles and skills needed on a team to support the business and technical side of a SharePoint deployment. We will also discuss the risks of not having certain roles for a given size deployment. Finally, you will be given some practical ways to communicate your resource needs to your leadership and HR department.
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
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.
This White Paper Will Leave You Feeling Anything But Blue.
Thankfully, a tight budget and an inability to give bonuses or buy expensive incentives don’t prohibit companies from effectively recognizing employees and motivating performance. Learn about the power of non-cash recognition in this Baudville white paper.
Brochure outlines the TakeON! offering developed by ON-Brand Partners. With TakeON!, leaders now have the framework and resources to create focused meaningful dialogue, across the business, to tackle their most common ‘burning’ performance issues.
A Solution to the Leadership Development ChallengePhillip Ash
According to a recent study, leadership development is the number one concern of CEOs around the world. The Intelligent Leadership Styles program is a solution that can be deployed as an outsourcing program or to supplement an existing leadership development program
"Why Merging Screening and Onboarding Will Improve Your Recruitment Process"rmckeever1
Slides from the Aberdeen Group's Webinar on 9-26-12 "Why Merging Screening and Onboarding Will Improve Your Recruitment Process" sponsored by Verifications Inc
How to Determine if Your Pay Strategy Needs Professional Help. Compensation planning is not your core competency. Leading a business is. So is it time to stop putting your pay investment at risk and getting experts involved? In this presentation, we’ll show you seven ways you can tell.
View a recording of the presentation: https://www.vladvisors.com/compensation-knowledge-center/webinars/7-signs-you-need-a-compensation-consultant
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/
Is there such a thing as a chief executive who is “satisfied” with the performance of his or her employees? Or, are there any who feel their company’s performance management system is “working?” And what about pay? Do you know anyone who feels good about the relationship between the incentive payments they are making and how their people are performing?
I’m guessing not.
So why is that? How can so many run successful businesses but not be able to figure out how to effectively manage the performance of their people and reward them in a way that drives more of the results they want?
The answer is because there are no rules. And the reason there are no rules is because every business is different.
So, what do you do?
Well, you will need to watch our on-demand webinar to learn the answer. (Sorry, it’s just how marketing works!) Discover the principles and practices successful companies use to drive, manage and reward superior employee performance.
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.
This White Paper Will Leave You Feeling Anything But Blue.
Thankfully, a tight budget and an inability to give bonuses or buy expensive incentives don’t prohibit companies from effectively recognizing employees and motivating performance. Learn about the power of non-cash recognition in this Baudville white paper.
Brochure outlines the TakeON! offering developed by ON-Brand Partners. With TakeON!, leaders now have the framework and resources to create focused meaningful dialogue, across the business, to tackle their most common ‘burning’ performance issues.
A Solution to the Leadership Development ChallengePhillip Ash
According to a recent study, leadership development is the number one concern of CEOs around the world. The Intelligent Leadership Styles program is a solution that can be deployed as an outsourcing program or to supplement an existing leadership development program
"Why Merging Screening and Onboarding Will Improve Your Recruitment Process"rmckeever1
Slides from the Aberdeen Group's Webinar on 9-26-12 "Why Merging Screening and Onboarding Will Improve Your Recruitment Process" sponsored by Verifications Inc
How to Determine if Your Pay Strategy Needs Professional Help. Compensation planning is not your core competency. Leading a business is. So is it time to stop putting your pay investment at risk and getting experts involved? In this presentation, we’ll show you seven ways you can tell.
View a recording of the presentation: https://www.vladvisors.com/compensation-knowledge-center/webinars/7-signs-you-need-a-compensation-consultant
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/
Lead, Empower, Motivate! Monthly leadership workshops in Southern California for current and future supervisors, managers, and HR professionals. HRCI recertification credit.
5 Essentials to Modern Performance ManagementSaba Software
The way we work today has changed. When it comes to modernizing the performance management process in an organization, annual reviews and competencies don’t cut it anymore. Focusing on informal performance check-ins is a start, but it’s not enough.
In this presentation, we discuss how you can make a strategic shift in your performance management program with the 5 essential elements to creating a high-performance culture.
Gain insights into:
• Why—and how—organizations that engage in strategic performance management outperform their competitors
• Best practices for implementing performance processes that align, engage and inspire your people
• And how it all integrates into your talent management framework
As performance management continues to evolve from an isolated HR-driven process to an intrinsic part of everyday business rhythms, discover why you should emphasize increased engagement through employee satisfaction and contribution.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
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 ...
Keynote from Architecture World 2009 in Bangalore.
Explores the migration to Outside-In and its impact on the way we measure performance. More on this theme in the webinar series at http://www.bpgroup.org
Your Say - Employee Engagement & Feedback Surveys
1. Engagement Survey
A proven program based on Global best practice to
improve staff satisfaction, retention and productivity to
drive organisational improvement.
2. Presentation Outline
Employee engagement surveys:
Our approach
The business case
“Your Say” Staff engagement & Feedback surveys
Process
Survey
Reports
How we would work with you
Fee Structure
Appendix – About us
3. What makes us different?
Our approach:
Staff feedback programs should not be just surveys,
but part of a process of continuous improvement.
Performance improvement is a “Journey” to
improve satisfaction and engagement, with the end
game improved business performance.
The process must ensure high employee
participation through communication of results and
evident change.
4. What makes us different?
Our approach:
Our measurement criteria are based on Global best
practice, using hard business drivers as well as traditional HR
and people KPIs
We are content agnostic in our assessment tools - we don’t
insist on standard questions, just to preserve Global
benchmarking (a waste of time with Europe and the US economies
still performing so badly). Our on-line software is simply a
platform for clients to use their own design, content, KPIs,
rating scales and descriptors.
We are very price competitive
5. What’s in it for Companies?
Organisational Development:
It acts as a diagnostic tool to identify OD needs:
Management Development:
Talent management & Succession planning
Leadership development
Performance management
People & Role development:
Role clarity,
Engagement & job satisfaction
Personal development & Career management
6. What’s in it for Companies?
Organisational Performance:
It acts as a diagnostic tool to improve business
performance:
Measures Business Drivers:
Innovation
Customer focus
Quality
Process improvement
“Coal-face” feedback:
Verbatim comments,
Unfiltered by managers. Avoids “The frozen middle”
7. The business case
Organisations:
Employee engagement critical to business success
Increasing investment in engagement activities
Searching for the best way
“Best” Employers:
What differentiates them?
Strive for engagement
Benefits of improved staff satisfaction
8. Global Trends are Changing …
Workforces are more diverse, mobile, connected and
in-demand than ever before …
Knowledge, skills and relationships are keys to
unlock future business success …
It is all about having the best talent…..
…….Satisfied, committed and engaged
…. Organisations need to be listening!
9. 70% of Business Leaders Believe
Employee Engagement is Critical to achieving
Business Objectives
30%
Agree
70%
Neutral or
Disagree
Source: CLC HR Engagement Research Survey, 2010
Sample = 3,954 Business Leaders
10. 44% of Organisations are Increasing their
Investment in Engagement Activities
9%
44% Increasing
47% Staying the Same
Decreasing
Source: CLC HR Engagement Research Survey, 2010
Sample = 354 organisations
11. 49% of Organisations
are Searching for the Best Way to Increase their
Engagement Levels
49%
24%
19%
8%
Starting Surfacing Searching Striving
Starting = trying to decide whether to invest in engagement efforts
Surfacing = looking for the right engagement framework
Searching = right framework but searching for improvement
Striving = right levels of engagement but searching to leverage for business impact
12. What Differentiates “Best Employers”
1. Explicit promise to employees and a maniacal focus on
fulfilling that promise
2. Stand by their talent management strategy even as times
get tough
3. Common messages to ensure alignment of strategy across
all levels of the business
4. Senior leaders remain actively involved in identifying,
recruiting, training and mentoring key talent
Best Employer Research for 2008
Hewitt Associates
13. “Best Employers” - Strive for Engaged Staff
How much people want to –
Business
Engagement and actually do -
Performance improve business results
Commitment How much people want to
improve business results
Satisfaction How much people like it here
Employee Research over Time
Research undertaken by Hewitt Associates
14. Benefits of Improved Staff Satisfaction
“Your Say”
survey
Employee Revenue
Retention Growth
Staff Customer Shareholder
Satisfaction Satisfaction Value
Employee
Profitability
Productivity
“Putting the Service-Profit Chain to Work”
Heskett, Jones, Lovemen, Sasser, Schlesinger
Harvard Business Review, Mar 1994
15. Goal Statement:
The aim is to become an “Employer of Choice”
through
improved staff engagement strategies
and measured by an
annual “Your Say” staff feedback survey.
16. Background to “Your Say”
“For knowing afar off the evils that are brewing,
they are easily cured.
But when they are allowed to grow
until everyone can recognise them,
there is no longer any remedy to be found.”
Machiavelli
17. Background to “Your Say”
Annual on-line survey designed to monitor the level of staff
satisfaction
Questions designed from a series of industry best practice
surveys
Responses are anonymous and confidential
Embedded in the overall employee engagement strategy
Prompts discussion and feedback on key business issues
Can be linked to the Talent Management process
Launched 2006 in Asia Pacific; UK, North America 2009
Great improvements delivered
18. “Your Say” – Not a Survey … it is a Process
1. 2. 3. 4.
Results
Run Survey Digest Results Disseminate Results
Received
10.
5.
Communicate
Key Milestones Discussion Groups
and Annual Process
Achievements
9. 8. 7. 6.
Track &
EG Discussion Complete Re-convene to
Communicate
Action Plans Firm Up Priorities
Progress
19. “Your Say” – Not a Survey … it is a Process
1. 2. 3. 4.
Results
Run Survey Digest Results Disseminate Results
Received
10.
5.
10.
Communicate Promote Kick-Off
Manage Plans to ensureNews?
Good/ Bad that
Drive Practice Sharing
Key Milestones Best for High Areas?
Communicate & cascade
Priority
Agreebeingcomplete
are and for
ActionsParticipation 3 weeks
completed Discussion Groups
and Survey openforActions taken
Key Facilitator/BUgreaterof push
Strive PlansProcess
Annual
Initiativesemployees to
Remind & Leader
Ensure Strong Facilitator
3-4 Actionsto ofof what is
and communicated
weeks produce
Achievements understandingactions, impact
form partpart for Talent
Can/be of individual
forcompleted when)
Guide who / by meetings by
focus
May(whatagreement on high
reports
achievements scoresassign
driving
Management 3-4 areas you
goals Meetings
setting top and progress
priorities and
(don’t to see improved
to assume)
would like next survey
priorresponsibilities
9. 8. 7. 6.
Track & Complete
EG discussion Re-convene to
Communicate Action Plans Firm Up Priorities
Progress
20. ‘Your Say’ Track Record
Running for five years
3,460 employees across 11 countries
Improvements supported by pro- 67%
active strategies Satisfied
Dec 10
91% participation rate (2010) 70%
Asia-Pac
Satisfied
+ Nth America
Dec 09
60%
Asia-Pac
Satisfied
+ Nth America
55% Dec 08
Satisfied Asia-Pac
Dec 07
50%
Asia-Pac
Satisfied
Dec 06
Asia-Pac
21. “Your Say” – Survey outline
Survey questions grouped into 4 core criteria to
provide focus, with:
15 Key dimensions
41 detailed questions
On-line survey tool:
Fully customisable: Can have own questions, descriptors
Comments options: All questions, open-ended questions
Customised respondent groupings/demographics
Automated workflow: Emails, reminders, progress reports
Extensive reports menu:
Individual reports - charts and tables
Organisational reports compare results across the
business
22. Key Performance Criteria and Dimensions
The 4 core criteria are defined by 15 dimensions. Each dimension is described by
41 questions with descriptors which provide the basis for the survey.
Values & Ethics Innovation
Corporate Communication & Business
Customer Focus
Environment Information Drivers
Growth Quality Processes
Management & Supervision Engagement
Job Satisfaction
Role Clarity
Management People Compensation & Benefits
Performance Culture
Career Opportunities
Valuing People Work/Life
23. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
Company Values are clear and well
Company Values
communicated
Values & Ethics
The company acts with integrity in its business
Acts with Integrity
dealings
The vision and future direction is clearly
Vision & Direction Is Clear
communicated
Communication
Open & Honest Communication Communication is open and honest
Corporate & Information
Environment I have easy access to the tools and information
Access to Tools & Information
to be effective in my role
We maximise our business opportunities by
Working Together
working together across the organisation
Our business is taking bold actions to build
Growth Taking Bold Actions growth strategies across the organization
We take environmentally aware actions in
Sustainability order to build a sustainable business
24. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
Good ideas are adopted here, regardless of
Good Ideas Adopted
who suggests them or where they come from
More Innovative Than
Innovation Competitors
We are more innovative than our competitors
Bringing New Ideas & Products We focus on growing our business by bringing
To Market new ideas and products to market
Customer Centric Customers are at the core of what we do
Business
Drivers We take quick action to resolve customer
Customer Focus Take Quick Action For Customers
problems
I get recognised for going 'above and beyond'
Going Above & Beyond
for the customer
Processes Benefit Customers Our internal processes benefit our customers
Quality Processes
Continuous Process We prioritise continuous process improvement
Improvement as a way of working
25. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
The Executive Group is an effective leadership
Executive Group
team
Management &
Group Leadership Team My group’s leadership team is effective
Supervision
My Manager My immediate manager is effective
I understand how my role contributes to the
Understand Business Goals
business goals
Role Clarity
I understand what is expected of me - my
Understand My Role
accountabilities are clear
Management High performance culture I work in a high performance culture
Performance Employees are held accountable for achieving
Held Accountable results
Culture
I receive regular performance feedback and
Performance Management coaching
Managers Respect Employees Managers here have respect for employees
Valuing People Hire Strong Talent This business hires strong talent
I am valued I am valued for my contribution
26. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
I would tell people that this is a good place to
Really Good Place to Work
work
I rarely think about leaving to work somewhere
Engagement Rarely Think About Leaving
else
I am inspired to do my very best work every
Inspired To Do My Best Work
day
I am empowered to make decisions and
Empowered To Make Decisions changes within the scope of my role
Job Satisfaction Role Is Challenging & Rewarding My role is challenging and rewarding
Enjoy Working Here I enjoy working here
Pay My pay is competitive
People Compensation &
Benefits My benefits are competitive
Benefits
Rewarded for high performance I am rewarded for high performance
Working here offers me the chance to grow
Chance To Grow
and develop
Career I receive the training I need to be effective in
Receive Training Needed
Opportunities my role
This organisation offers opportunities for
Career Advancement
career advancement
I have the flexibility I need to balance my work
Flexibility to balance
and personal commitments
Work/Life Considering everything, the workload here is
Workload Is Reasonable
reasonable.
30. Importance Weighting – Option
Question level – Each individual rates both importance to
them, and performance, for each question
31. 5 Point Rating Scale
5 4 3 2 1
Very Satisfied Satisfied Neutral Unsatisfied Very Unsatisfied
Reports Look Like This
Overall Company 2011 60% 26% 14%
Overall Company 2010 55% 27% 16%
Department A 2011 63% 21% 16%
Department A 2010 63% 22% 15%
Department B 2011 52% 26% 21%
Department B 2010 47% 30% 23%
Department C 2011 67% 24% 9%
Department C 2010 62% 29% 9%
Department D 2011 64% 25% 11%
Department D 2010 43% 34% 23%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Satisfied Neutral Unsatisfied
40. Two-dimensional matrix
Any combination of the 15 dimensions or 4 areas,
can be used in a two-dimensional matrix to map and
compare department scores.
For example, at a high level the four groups could
be collapsed to two:
Corporate environment + Business drivers
Management + People
Or any two dimensions, e.g.:
Engagement
Job satisfaction
41. Grouping of dimensions to sharpen focus
Two-dimensional matrix - Example Department scores
45. Importance Weighting – Individuals
Exception report – Shows both importance to them and
performance, for each question, as % score.
46. Partnering with Consultants
In working with consultants, our focus is on:
Your People: We can provide training in the use of
the tool:
Product champions: Your consultants, to assist with
sales and client demonstrations;
In-house support: We can train an in-house person who
can generate reports;
Delivery/implementation: We can train your consultants
in presenting and working with the results to identify key
needs, plan actions and run follow-up focus groups.
47. Business Model – Service options
Outsourced Service – we provide:
Initial consultancy to scope survey
Website, survey set-up (Your branding)
Survey administration, progress reports
Full reports and summary presentation
Supported Service – we provide:
Initial consultancy to scope survey
Website, survey set-up (Your branding)
Survey administration, progress reports
Administrator training for your internal report
production
48. Fees Estimate
Fees are dependent on:
Organisation structure – the number of reports required
(Company, Business Units, Departments/branches)
Head count – the number of employees
Full Service examples:
Organisation Structure Fees Example
Business Total
Participants Departments Total Fees
Units Reports
500 4 20 25 $ 20,000
1,000 6 40 47 $ 35,000
49. Fees estimate – options
Matrix report
• Set up two-dimensions $250
• Additional reports $20 per business unit
Importance weighting
• Set up $250
• Additional report $10 per department
$50 per business unit
Implementation/delivery
Consulting / training
• Per day $2,500
• Per hour $300
50. Your Say – demo site
To access the example site, set up with importance
option to all questions:
Go to: Your Say Example – Login
Login as:
Organization: INSIGHT
User name: employee
Password: test1234
52. About the vendor
Latham Consulting
Has 10 years experience with on-line HR tools and works
in a support role in the SME and HR Consulting sectors.
Experienced
20+ years experience running market research
Companies in Australia, New Zealand and Asia
Core competencies include data collection, survey
processing and feedback reporting, with an emphasis in
360 Feedback, customer, supplier, and employee,
performance, climate and satisfaction studies
Channel Partner
Provides consultancy, training, project implementation,
administration and support services for both the NGA.NET
and Decideware suites of on-line performance
assessment and benchmarking tools.
53. About the vendor
Web-based survey tools for business improvement
Product/Service People Customer-facing
Supply chain Performance management Key Accounts
Procurement Talent management, Channel partners
Succession planning Stores/franchisees
Leadership 360
Climate & culture
Sales Insight
Sales Force Accelerator
54. Introducing NGA.NET
NGA.Net has acquired Acelero and the on-line HR
assessment tools used by Latham Consulting:
Performance & Talent Management
360° feedback assessment
“Your Say” Staff engagement & feedback surveys
Recognising the long history and expertise in these
tools, Latham Consulting has been appointed as
their channel partner for SME and HR Consultancies
for the NGA.NET suite of on-line HR assessment
tools.
55. Introducing NGA.NET
NGA.NET designs and develops HR software products
that enable clients to connect, recruit and develop their
people
It offers innovative tools for sourcing, recruiting,
scheduling, searching and managing talent
Australian Government Endorsed Supplier status
Used by 60% of the public sector
95% of Federal Government e-Recruitment
Works with one third of the total Australian
corporate e-Recruitment market
95% client renewal rate:
56. On-line survey tool - Core features
Fully customisable:
Non-prescriptive, fully configurable, scalable and flexible
to suit individual requirements.
Own questions and rating definitions
Can easily replicate current:
Staff engagement/culture surveys
360◦ Leadership feedback surveys
Flexible workflow:
Provides upward and 360° feedback – up to 8 different
assessor groups, including self-assessment + aggregate
totals (if required);
Automated email notification
Tracking of survey completion
Email reminders
57. On-line survey tool - Core features
Superior features:
“Importance” weighting question option allows scoring
of both “Importance” and “Performance”
Comments for all questions, or sections
Up to six open-ended comments questions
Extensive automated reports menu
Individual reports menu of charts and tables
Organisational reports compare results across the
business
58. Users
End users of the 360° software, either via HR consultants, or
as direct clients, include:
Alsco Ernst & Young No1 Shoes
ARG Foxtel North Power
Becton Dickinson Hothouse Siemens
Blue Star ITNewcom Signature Security
Caltex KPMG Sydney IVF
Capricorn Mars Telecom NZ
CCH (Nth America, UK, Asia-Pacific) Masonic Homes Telstra
Cement Australia Mater Hospital Thales
City of Sydney McDonald's W2W Alliance
Constellation Wines Minter Ellison Water Corp
Deloitte Mitre 10 Westpac
Doral Nicol Robinson Halletts Workskil
59. Users
New Zealand users of the 360° software, for
organisational sales competency assessment, include:
3M Glengarry Hancocks Mountain Scene Newspapers
ABB Grand Hotels International Northern Outlook Newspaper
CablePrice Healtheries of NZ NRM
Deltarg Distribution Systems Heidelberg Orica Chemnet
Dulux Holcim Parker Hannifin
Energizer Hose Supplies Paslode
Eurotec Instruments Humes Pipeline Systems PBT Group
Fisher & Paykel Appliances Hynds Pipe Systems Pfizer
Fletcher Aluminium Insite Technology Rinnai
Fonterra Brands Intermed Medical Sanitarium Health Food Co
FreshFood Services Janssen Cilag SCA Hygiene
Frucor Beverages Lumley General Insurance Shell
Gallagher Group Merial Tidd Ross Todd
60. Organisational performance surveys
Performware™ is one of a suite of on demand, on-line business
applications based around decision making, performance
measurement and benchmarking; used under licence from
Decideware:
• Australian company, established 1999;
• Offices in Sydney, Canberra, San Francisco & London;
• Australian Government Endorsed Supplier;
• More than 12,000 licensed users at over 80 client sites on 4
continents.
63. Engagement Survey
A proven program based on Global best practice to
improve staff satisfaction, retention and productivity to
drive organisational improvement.