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Performance Management Masterclass: Stop Torturing Your Managers and Employees - Give Them Something of Value!

  1. Stop Torturing your Managers and Employees with Traditional Performance Management - Give Them Something of Value Dr. Robert Sniderman Shelley Trout With: Moderator: TO USE YOUR COMPUTER'S AUDIO: When the webinar begins, you will be connected to audio using your computer's microphone and speakers (VoIP). A headset is recommended. Webinar will begin: 11:00 am, PDT TO USE YOUR TELEPHONE: If you prefer to use your phone, you must select "Use Telephone" after joining the webinar and call in using the numbers below. United States: +1 (213) 929-4232 Access Code: 223-940-262 Audio PIN: Shown after joining the webinar --OR--
  2. Reflektive is committed to employee success—for your employees and ours! We believe that every employee deserves a great manager, a clear career path, and ample opportunities for development and professional growth. Since day one, we’ve been passionate about helping every employee reach their fullest potential. Our talented and creative team started with an intuitive continuous feedback tool, which is now the basis of our robust performance management solution.
  3. 3 Click on the Questions panel to interact with the presenters
  4. About Dr. Robert Sniderman Robert Sniderman, Ph.D., SPHR. , SHRM-SCP, Director of EXTTI, Inc and President of The Entrepreneurial Edge, Inc and HRFocus USA, a corporation that provides Organizational/Business/Human Resource consulting, Expert Witness and Impartial Investigation services. Dr. Sniderman, renowned as an executive and owner’s coach, facilitator of business groups, consultant in organizational change management, human resource management, external workplace investigations and workplace litigation expert witness, on-line recruitment/selection/retention, teambuilding, training and development, executive development, and strategic planning and change. He is particularly expert in coaching managers and executive in techniques that facilitate their ability to change the conversations they are having with employees to foster more open and transparent feedback and discussion. He is a long-standing member of SHRM and AWI. Dr. Sniderman has completed the AWI National Institute in 2013. Dr. Sniderman earned his Doctorate degree in Organizational Psychology and has been providing services to the business and human resources community since 1976. About Shelley Trout Shelley went to UC Berkeley and majored in Anthropology & Archaeology. After working at the Center of Digital Archaeology, she became fascinated with digital representations of personality and culture, and now leads Webinar Production at Aggregage, providing some of the most interesting thought-leaders across a wide variety of industries with a space to celebrate the diversity, depth, and experience of their professional cultures, personalities, and passions.
  5. 5 AGENDA • Traditional Performance Management Techniques are not Working! • Fixed vs. Growth Mindset and How that Impacts Performance Management • Going Forward in a New Way • Implementation
  6. 6 THE DATA WAS NEVER ANY GOOD ANYWAY • Two thirds of rated top performers not the top performers (CEB, 2012) • Under 25% of performance ratings correlate to performance (Scullen et al, 2000) • 90% of performance systems are a failure (SHRM, 2009) (Neuroleadership Institute)
  7. 7 DELL STUDY: HEART OF THE CHALLENGE? • 50% were surprised by their rating • 87% negatively surprised • Correlates to 47,850 employees • Many surprised were the better performers. They expected ‘best’ and got a ‘great’ or ‘great’ and got ‘good’ • Link to 23% lower engagement than those not surprised (Neuroleadership Institute)
  8. 8 WHY CHANGE? • Todays Businesses need to be Agile • Businesses need to Encourage Collaboration while Increasing Focus • Businesses need to be Fast and in Teams, Connect on “How the Work Gets Done” • Need to Simplify the Process, Make it Easy (Neuroleadership Institute)
  9. 9 PERFORMANCE MANAGEMENT CONTINUUM Forced Ranking Ratings Based on quantitative results (i.e. 1-5) Structured conversations Guided conversations From: Judge Competitive assessment Annual event Top down Individual contribution Significant paperwork Fixed mindset Overwhelming threat To: Coach Coaching and development Frequent conversations Shared responsibility Enterprise contribution Minimal paperwork Growth mindset Manageable threat(Neuroleadership Institute) Guided conversations
  10. 10 THREE IDEAS 1. Foster a Growth Mindset to encourage continual improvement 2. Minimize Threat to have candid and honest conversations 3. Facilitate Insight if you need people to positively embrace change (Neuroleadership Institute)
  11. 11 TWO MINDSETS Fixed mindset Growth mindset A belief that intelligence and talent are A belief that intelligence and talent static and can’t be changed in any can be developed meaningful way Leads to a desire to look smart Leads to a desire to learn • Feedback can be a setback • Stretch goals are risky • Motivation comes from approval • Focus on what you are good at • Other’s success can be a threat • Feedback is a chance to learn • Stretch goals are helpful • Motivation comes from mastery • Focus on where you can develop • Other’s success inspires learning
  13. 13 Impact of Two Mindsets FIXED • Prove Yourself • Demonstrate your skills • Perform better than others • INTERNAL DIALOGUE: • Am I able to do this? • Maybe I just don’t have the talent • It’s not my fault it was someone else's responsibility (Neuroleadership Institute) GROWTH • Improve Yourself • Develop your skills • Perform better than you have in the past • INTERNAL DIALOGUE: • I’m not sure I can do this right now but I will give it a go • If I don’t take responsibility, I can’t fix it. I need to listen and learn
  14. 14 IDEAS GOING FORWARD 1. Foster a Growth Mindset to Encourage Continual Improvement 2. Minimize Threat in order to have Honest Conversations 3. Facilitate Insight if you WANT People to Positively Embrace Change (Neuroleadership Institute)
  15. 15 HOW DO YOU IMPLEMENT THIS? • If you do not already have a developmental mindset you need to change the culture (For the sake of this discussion let’s assume you are there) • Work with your managers to help them to develop the skills to have rewarding conversations with their team • Train employees to participate in these conversations as reward not threat • Document the ongoing conversations in a confirming way • Be Transparent • Be Honest
  16. 16 To Be Successful and Have Some Fun • Help Managers Change the Conversations • Provide a Value Proposition to All Employees • Provide Managers an Opportunity to Practice in a Safe Environment • Help Managers and Employees get Comfortable with Honest Conversations without Threat • When an Employee is not able to be Successful it is best to use the tried and true Traditional Methods
  17. 17 RECAP • The Data is clear Regarding the Effectiveness of Traditional Performance Management • We discussed Fixed and Growth Mindset/ Drawbacks and Advantages • Shifting the Mindset and Implementing New Conversations • How to keep it going
  18. 18 Q&A President of The Entrepreneurial Edge, Inc. and HRFocus USA Linkedin page: hrfocususa/ Twitter ID: @HRFocus Website: Dr. Robert Sniderman With: Editor of Human Resources Today & Recruiting Brief, Aggregage Linkedin page: shelleytrout/ Twitter ID: @hrposts/ @recruitingbrief Website: Shelley Trout Moderator: