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Similaire à Encouraging Year-round Adoption and Engagement of the Performance Management Process Web
Similaire à Encouraging Year-round Adoption and Engagement of the Performance Management Process Web (20)
Encouraging Year-round Adoption and Engagement of the Performance Management Process Web
- 1. © 2014 TalentGuard/All Rights Reserved
Kickstart 2014! Encouraging Year-round
Adoption and Engagement of the Performance
Management Process
©2014 TalentGuard
- 2. © 2014 TalentGuard/All Rights Reserved
Your Presenter
Linda M. Ginac
President and CEO
TalentGuard, Inc.
Author of Fake Perfection and
Professional in Career Management System
©2014 TalentGuard
- 6. © 2014 TalentGuard/All Rights Reserved
EnergyCentral
Frank Jasper
Roger Smith
Tracy Allen
Projects &
Technology Director
Upstream
International Director
Plant Manager
PROFILE
Energy Company – Oil and Gas
Provide petroleum and natural gas
exploration and extraction technology.
Public Company
1700 Employees
Struggling to retain petroleum engineers and
other oil and gas workers due to competition,
salary hikes, and perks.
Rapid International Expansion and Growth
State-of-the-art Innovation
Company Founded
1975
2000
2011-2014
©2013 TalentGuard
- 7. © 2014 TalentGuard/All Rights Reserved
Sarah received
feedback from
managers and
employees that
the performance
management
process is
ineffective.
©2012 TalentGuard
- 8. © 2014 TalentGuard/All Rights Reserved
The process is antiquated and doesn’t serve the needs of the next ©2013 TalentGuard
generation.
- 10. © 2014 TalentGuard/All Rights Reserved
Current Program
Used Two Templates:
• One for managers
• One for individual contributors
Manager-Driven Appraisal
• No self-appraisal as part of the
review program
Two Areas Assessed:
• Major responsibilities (generic
and not reflective of role)
• Behavior / Capabilities: (based
on corporate values)
• Five point rating scale
Usage:
• Used solely for annual merit
increases.
©2012 TalentGuard
- 11. © 2014 TalentGuard/All Rights Reserved
Current Program
Development Planning:
• Occurred at the same time as
appraisal. Employees sent
managers input.
Feedback and Recognition:
• Manager and employee only
have one small box to provide
feedback and recognition.
Objectives – Company
Alignment:
• Employee and manager have
no insight into how this
employee’s (role/
performance/development) fit
with corporate objectives.
©2012 TalentGuard
- 12. © 2014 TalentGuard/All Rights Reserved
Current
Process
Program Launch Email from HR
Reminder Email from HR
One-on-One Meetings
Reminder Email and Review
Submission Due Date
©2012 TalentGuard
- 13. © 2014 TalentGuard/All Rights Reserved
Employees want career development, not just merit
increases. Reviews are shelved and never looked at
once complete.
ARG!
©2013 TalentGuard
- 14. © 2014 TalentGuard/All Rights Reserved
Sarah had to overhaul
the performance
management process
for 5 reasons.
©2013 TalentGuard
- 15. © 2014 TalentGuard/All Rights Reserved
1. Manual, stand-alone appraisal process that is not tied to
company goals and performance
2. The overemphasis on the quantifiable metrics in goal
agreements.
3. Infrequent feedback and communication between manager
and employee; doesn’t allow for group feedback
4. Lack of employee career development discussions
5. No visibility into how employees are performing against
the goals
©2014 TalentGuard
- 16. © 2014 TalentGuard/All Rights Reserved
Sarah had a team member research white papers, blogs, industry reports, etc.
to identify best practices for performance management.
©2014 TalentGuard
- 17. © 2014 TalentGuard/All Rights Reserved
What should we measure during the
performance process?
How often should we
measure performance?
What’s the best way to
track goals?
How can we increase
recognition and feedback?
- 19. © 2014 TalentGuard/All Rights Reserved
Values/
Behavior
SelfAppraisal
JobBased
Skills
ManagerOnly
Appraisals
Corporate
Objectives
Knowledge
©2012 TalentGuard
- 21. Controlled
Competitive
Structured, formal, and power at top
results-driven, competitive, and
goal-oriented
unified by an emphasis on winning,
reputation, and success
success means dependable delivery,
smooth scheduling, and low cost
10%
Sales and Product Driven
10%
Org Strategy Here
Creative
Collaborative
dynamic, entrepreneurial,
and creative
open, friendly, relationships
and sharing
embraces innovation,
risk-taking, and teams
values teamwork,
participation, and consensus
20%
Research and Development
60%
Marketing and Customer Satisfaction
Individual
Does Organizational Culture Affect Performance | Professional Services Journal, 3/2012
Flexible
©2014 TalentGuard
Team
Internal
ObjectiveQuantitative
External
SubjectiveQualitative
© 2014 TalentGuard/All Rights Reserved
Focused
Energy
Central
- 22. Controlled
Lots of individual recognition for
“special” employees
Sink or swim approach
Lack of manager employee feedback
Year-end surprises
Specific career development – most
moves are upward
Damaged relationships due to trust
Disciplinary approach
Lack of individual recognition
One-directional appraisal & feedback
Directive career development –
focused on specific training
Employees don’t feel empowered
Creative
Collaborative
Appraisals driven by team leaders
Lacks consistency
Mostly informal
Lots of cross functional teams
Don’t like formal rating systems
Co-operative career development –
learning by doing
Individual contribution can suffer over
team attainment
Moderate manager employee feedback
Need to combine formal and informal
appraisal
Lateral-focused career development
Flexible
©2014 TalentGuard
Internal
Competitive
External
© 2014 TalentGuard/All Rights Reserved
Focused
- 23. © 2014 TalentGuard/All Rights Reserved
Based on this
org. behavior,
what are best
practices for
measurement?
©2014 TalentGuard
- 24. Competitive
Controlled
Corporate Objectives
Individual Objectives
Interim Review
Year-end Review
Behavior
Corporate Objectives
Team Objectives
Individual Objectives
Quarterly Review
Year-End Review
Creative
Collaborative
Values
Individual Development Plan
Year-end Review
Behavior/Values
Team Objectives
Job-Based Skills
Individual Development Planning
Interim Review
Year-End Review
Individual
Team
Flexible
©2014 TalentGuard
Internal
ObjectiveQuantitative
External
SubjectiveQualitative
© 2014 TalentGuard/All Rights Reserved
Focused
- 26. © 2014 TalentGuard/All Rights Reserved
What do employees think?
Annually
Employees lack
engagement and have
less trust in the
process.
Bi-Annually
Employees were most
engaged with two
formal reviews,
informal check-ins
regularly and an
informal interim
review.
Four + Times a Year
Employees were no
more engaged than
with bi-annually, but
more frustrated over
administration of the
process.
Employee Engagement increased dramatically when
two conditions were met:
1.
2.
Employees were able to assess their manager during the
appraisal process
Regular career development discussions with managers
©2013 TalentGuard
- 27. © 2014 TalentGuard/All Rights Reserved
Sarah designed a process to measure
performance and foster engagement.
©2012 TalentGuard
- 32. © 2014 TalentGuard/All Rights Reserved
Business Attainment vs. Realizing Dreams
Goals
Individual
Team
Shorter-term
Metric & KPI
Driven
Career
Personal
Longer-term
Career Pathing
and Personal
Growth
©2014 TalentGuard
- 33. © 2014 TalentGuard/All Rights Reserved
Focus on attainment and dreams to ignite
the business through career engagement.
©2013 TalentGuard
- 35. © 2014 TalentGuard/All Rights Reserved
Executive
Ultimate Goal: Dashboard and Reporting to drive accountability
and transparency at the organizational & individual levels
JUL
- 36. © 2014 TalentGuard/All Rights Reserved
Executive
Manager
Employee
1. Clearly
defined goals
that can be
cascaded to
appropriate
teams and
individuals
NOV
MAR
- 37. © 2014 TalentGuard/All Rights Reserved
Manager
Employee
•
Drill down multiple
layers deep within
a manager’s span of
control to obtain
the level of
information to
meet his/her
needs.
- 38. © 2014 TalentGuard/All Rights Reserved
Manager
Employee
•
Interactive
goals that
allows for
feedback and
recognition
by manager,
peers and
other
stakeholders.
•
Status and
updates
tracking
•
YEAR
ROUND
- 39. © 2014 TalentGuard/All Rights Reserved
•
•
Manager
Employee
Track goal type (i.e.
performance, career,
personal, disciplinary)
Jill Carillo
6 minutes ago
based on reviews
Drill down into the
goal to add feedback,
recognition and
status updates.
Jillian,
Jill Carillo
4 days ago
- 43. © 2014 TalentGuard/All Rights Reserved
DEC
Match 60%
Functional Role Competencies
Needs Assessment
APR
Jill’s Current Role to New Role IT Design Manager
RATING
GAP
• Ask Questions
Indicator description.
x
• Collects Relevant Information
Indicator description.
x
• Uses Systems
Indicator description.
Market Understanding
RATING
GAP
Prospecting Management
RATING
GAP
Networking Strategies
RATING
GAP
©2014 TalentGuard
- 44. © 2014 TalentGuard/All Rights Reserved
•
Manager
Employee
Tracking career goals
tied to a specific
career path.
•
6 minutes ago
Automatically being
able to see what
learning resources
are available to help
close the gap.
•
Jill Carillo
Receiving feedback
from a peer on the
development goal.
Jill Carillo
4 days ago
Jill,
- 45. © 2014 TalentGuard/All Rights Reserved
• A clear career path, more than any other
consideration, is the primary driver for
employee satisfaction.
• Career Pathing kicks your business into
high-gear by helping you map out various
career paths for employees.
• Employees’ career goals are aligned with
your business goals and culture so both
parties get the most value out of the
relationship.
Appraisal Focus
Previews and Assessment
©2013 TalentGuard
- 49. © 2014 TalentGuard/All Rights Reserved
Closing the loop on the annual manager /
employee performance process.
©2013 TalentGuard
- 50. © 2014 TalentGuard/All Rights Reserved
Need to use information
to drive change and
incremental improvements.
©2013 TalentGuard
- 53. © 2014 TalentGuard/All Rights Reserved
#1 Requirement: Manager’s must be
trained appropriately.
©2013 TalentGuard
- 54. © 2014 TalentGuard/All Rights Reserved
What knowledge
and skills must
managers have to
be effective?
©2014 TalentGuard
- 55. © 2014 TalentGuard/All Rights Reserved
Performance Training Agenda
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
What performance reviews really are and why we have them
Why giving the right kind of feedback is critical
Myths about performance reviews
How the rating scale works in your company
Profiles of people who fit within each of the rating scale items
Setting objectives and cascading to employees
Employee’s job role responsibilities and how it’s evolved
How often to give performance feedback
Essential steps in dealing with issues
Effective documentation techniques
How to communicate both positive and negative feedback
How to encourage continuous communication
Common feedback mistakes and how to avoid them
Protocol / expectations for the formal one-on-one meetings
Kinds of feedback that will eliminate stress during the performance process
Strategies for handling corrective action
Effective documentation techniques (good and bad)
Tips for success
©2014 TalentGuard
- 56. © 2014 TalentGuard/All Rights Reserved
My Career Dossier
• Performance components
generated in a single
document at your fingertips.
• Focus on the discussion
instead of scrambling to find
all performance feedback,
plans, examples, etc.
©2012 TalentGuard
- 58. © 2014 TalentGuard/All Rights Reserved
Upcoming Events
Want a live demonstration of CloudSuite by TalentGuard?
One of our Talent Specialists will contact you to schedule a product tour.
©2014 TalentGuard
- 59. © 2014 TalentGuard/All Rights Reserved
TalentGuard offers the most configurable, easy-to-use, and flexible cloud-based talent
management software suite combined with high-touch customer service.
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