TemboStatus - performance management
•Télécharger en tant que PPT, PDF•
0 j'aime•521 vues
A framework to performance management: -clearly set a direction -identify competencies needed to be successful -develop performance coaching focus to achieve vision and objectives -create a performance coaching plan -one on one coaching needs to be integrated into your everyday activities 6 ways to effeci
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (19)
En vedette
En vedette (10)
Similaire à TemboStatus - performance management
Similaire à TemboStatus - performance management (20)
Plus de TemboStatus
Plus de TemboStatus (20)
TemboStatus - performance management
- 1. Performance Management A framework for performance management
- 2. The Keys to Success
- 3. Communicate!
- 4. Set direction and establish priorities
- 5. S.M.A.R.T. objective model 6 Ways to effectively set goals: 1.What are the key drivers? 2.Who owns them? 3.How do they cascade? 4.Is there a common line of sight for all employees? 5.What are the resources required? Along with the competencies of employees. 6.Do they conflict with other directives? Will they impact performance? How will this be addressed?
- 6. What is your current organizational structure? Are there changes you want to recommend to add, delete or modify position(s)? Why? What would be the business impact using a scale of 1-5 (scale 5 is high Impact; 1 is low) if the changes was made? Competencies Checklist
- 7. What position(s) are critical to the business success in the coming year? Do you have the right people in the right positions? Are any positions held by individuals who could be a retention risk or performance concern? Suggest actions needed to address issue? Any associated costs? What positions are hard to fill? Identify any retention or performance concerns. Suggest actions needed to address issue? Any associated costs? Competencies Checklist
- 8. Who are the top performers (up to 20%) and their overall annual performance review scores for a three year period if available? How are you keeping them engaged? Who are the poor performers (up to 10%) and their overall annual performance review score for a three year period if available. What action are you taking to address the substandard performance? How will you fill positions if individuals need to leave the company? Competencies Checklist
- 10. “I didn’t believe in team motivation. I believe in getting a team prepare so it knows it will have the necessary confidenc and skill when it steps o the field and be prepar to play a good game.” – Tom Landry , NFL Coach
- 11. Create aCreate a performanceperformance coaching plancoaching plan
- 12. Celebrate!
- 15. Thank you!
Notes de l'éditeur
- Clearly Set Direction - Vision, Mission, Values, Strategy and Objectives. Know what you want to achieve in any given time period to grow your business. Identify Competencies Needed to be Successful in achieving the vision and objectives. Build consistency in performance. Know what it will take to be successful and how it is measured. It will also allow you to understand your recruitment, learning and development needs. Develop performance coaching focus to achieve vision and objectives. What competencies does the team and/or individual need to start, stop or modify. Know their strengths and acknowledge them. Understand the competencies you want to focus on to achieve vision and goals; improve or develop the team or individual. Understand your employee better than anyone else. Understand how to coach them to success. Create a Performance Coaching Plan. By taking the time to understand the gaps in team and individual capabilities and competencies you can develop a plan to get great results by TEACHING, SHOWING, TRYING AND CHECKING getting the most from each member of your team. Long term learning and development goals should also be set to support business growth; as well as, individual career aspirations and development. One on One Coaching needs to be integrated into your everyday activities. A more formal focus on the Coaching Plan should be at a minimum once a month to determine what changes need to be made to achieve objectives for the year. Recognize accomplishments. Understanding what you want to achieve, the key performance indicators (the metrics) of your business and the relationship to competencies and the associated behaviors is important in achieving the vision and objectives.
- Communicate with your team what you want to achieve. Direct the team and give them a common line of sight so they understand how they individually contribute to the success of the business and where priorities are and how resources should be focused. Understand what you need to start, stop and modify as behaviors to achieve results. Collaborate with your team and be inclusive. Everyone needs to understand what to do. Be a coach. To get the best performance from your business spend time with your team members. Show, Teach, Try and Check. This simple model will help you focus. Communication Is the Key - Bottom line, clear communication is the most important key to a business leader’s success. So to grow as a leader and manager, you must learn how to be an effective, compelling communicator who can engage and inspire results. And if you want your company to succeed, you and your team have to master the art of clear communication together, as well. Good Leaders, Good Coaches, Good CommunicatorsThere’s no mystery here. Regardless of whether you’re talking about business strategies, project deliverables or personal best performance goals, the best leaders are first-rate communicators. Their messages are clear and solid, and what they say promotes those messages. Their teams admire them and follow their lead. Likewise, if you want your company to reach new benchmarks of achievement and success, you must master the art of clear communication. So this is a thread through this model at every step.
- I am going to go back to the session I did a year ago – CEO Speak for a moment and review the six way to effectively set goals. Often CEOs worry about the performance of the team and that resources are not aligned against goals including PEOPLE and that they working on things not aligned to the objectives. In order for this model as managers and HR Professionals we should be concerned too. Having alignment of goals from the individual through to the corporate vision and strategy is critical in achieving annual and long term business objectives; understanding and engagement of the employee in this a key component. Recently I have been doing polls to ensure understanding and engagement of the annual strategy as part of my annual employee survey process. Typically I do this in the first quarter. Having this insight allows you to understand who is aligned, and where you need to recalibrate employee understanding and engagement. Polls also allow you to go in and out through year as needed to continually check on understanding and engagement of direction and priorities. POLL FOR DEFINITION OF S.M.A.R.T. Specific, Measurable, Achievable, Realistic and Time-bound
- As part of the preparation for the executive before meeting with the CEO and CFO to review their business objectives and plans (including people resource requirements) and budget for the coming fiscal year, they should be prepared to address these questions. This step would typically happen in Q3/Q4. If this has not happened always a good idea for HR to ensure managers are thinking about this and aligning resources to objectives informally in Q1 as the year begins.
- As part of the preparation for the executive before meeting with the CEO and CFO to review their business objectives and plans (including people resource requirements) and budget for the coming fiscal year, they should be prepared to address these questions. This step would typically happen in Q3/Q4. If this has not happened always a good idea for HR to ensure managers are thinking about this and aligning resources to objectives informally in Q1 as the year begins.
- As part of the preparation for the executive before meeting with the CEO and CFO to review their business objectives and plans (including people resource requirements) and budget for the coming fiscal year, they should be prepared to address these questions. This step would typically happen in Q3/Q4. If this has not happened always a good idea for HR to ensure managers are thinking about this and aligning resources to objectives informally in Q1 as the year begins.
- Most of the capabilities involved in growing and managing a business revolve around the employee. Having the right team in place working towards a common set of business objectives is critical to your business success. Yet all too often we don’t take the time to understand the competencies need to be successful in achieving our business results or develop a plan to support gaps. It's imperative to have the right people; in the right positions; at the right time. Whether you are growing incrementally or planning for breakthrough growth that will transform your business. Employees at Large are at core of your success so be plan to continually manage performance. At the direction of the CEO, the Executive team determine capabilities (skill, experience, knowledge, behaviors) needed to achieve business objectives within their organization. They identify what capabilities need to be added, deleted and/or positions to be modified to ensure they have the capability within their business unit to achieve objectives. The capabilities form the job description which should be drafted if one does not currently exist for the position to help create focus. The preparation questions will help focus the team. With the organizational chart and the job description the Leadership Team can then evaluate the existing infrastructure, including current roles and responsibilities, and compare them to an ideal organization structure needed to achieve the business objectives and growth. At this point, gaps and overlaps are identified and either re-assignment of responsibilities between existing team members and/or business units can be suggested and/or the need for new positions can be discussed in relationship to the investment and anticipated ROI to the business; along with learning and development strategies and coaching requirements.
- POLLING: I THINK WE COULD POLL TO GET PEOPLE FOCUSED ON ONE LINE IN THIS BIO BACKGROUND - He practiced consistency by encouraging his team to always perform the fundamentals of football flawlessly. We could poll to three behaviours he may have exhibited that support continuous performance management Tom Landry is one of the most recognized coaches in the NFL of all time. In 1960 the Dallas Cowboys were a new team to the NFL and Tom Landry was their first coach. Coach Landry uniquely identified athletes that could be a differentiator for his team. Bob Hayes was a good example. Bob Hayes won the gold medal and broke the World Record at the 1964 Summer Olympics in the 100 meter dash. Landry developed Hayes into one of the best wide receivers of his day, and because he was so fast, opposing teams needed to create what is now the zone defense. Landry also was patient in waiting to draft Roger Staubach, knowing that he first must satisfy his four-year commitment to the Navy before playing quarterback for the Cowboys. Tom Landry was an innovator. He created the 4-3 defense that is still used today by most NFL teams. He was the head coach of America’s Team, and he was such a great role model for the country. His professionalism on and off the field was beyond reproach. Landry’s 20 consecutive winning seasons is untouchable, he has the third most wins of all time, and his 20 playoff wins are the most by any coach in history. Tom Landry has shown me how I can support the success of my entire team through my own leadership. Landry was not interested in the success of the team. He practiced consistency by encouraging his team to always perform the fundamentals of football flawlessly. His most impressive professional accomplishment is his 20 consecutive winning seasons (1966–1985), an NFL record that remains unbroken and unchallenged.
- Planning for Improvement and Growth: A good coach understands the competencies they want to focus on to achieve goals; improve or develop the team or individual. Coaches know their team members better than anyone else and how to coach them to success. By taking the time to understand the gaps in competencies you can develop a plan to get great results by TEACHING, SHOWING, TRYING AND CHECKING getting the most from each member of your team. Lon term learning and developments goals should also be set to support business growth; as well as, individual career aspirations and development. Coaches work with the employees to provide direction, feedback and guidance on how to improve performance to get the desired results. To be successful, coaching needs to be seen as a collaborative process with both the employee and the coach working towards a common goal: development and performance improvement (or performance achievement in any given period of time). Good coaches will encourage the employee to identify solutions to problems and situations – and identify what changes could be made to their performance. Setting milestones and targets are key as part of this collaborative process. Coaching provides employees with an opportunity to develop and perform to the best of their abilities with confidence. Having regular one on one coaching meetings to determine what changes need to be made to achieve objectives and recognize achievements is critical in developing an employees performance and continued engagement. Understand what you want to achieve, the key performance indicators (the metrics) of your business and the relationship to compentencies and the associated behaviours is important in achieving your objectives – short and long term.
- FINALLY - Celebrate and Engage - Continually motivating forward, reflecting back and recalibrating performance is critical in achieving business objectives. I had the opportunity to work with a CEO who was great at this. Every quarter we did a company wide townhall. He would reflect back on the quarter completed (by about a 1/3) and share key learnings we needed to consider in the next quarter, he would recognize employees both informally and formally. He would use shoutouts and our quarterly recognition program to share and set performance expectations with employees at large; he would inspire through storytelling and engage us to be our personal best while meeting and exceeding the objectives for the coming quarter. About (2/3) of his time was on the next quarter. From time to time, he would meet with business units in order to focus on their specific problems or situations as needed; to help them find the actions needed to get the results needed in the upcoming quarter; and to be their personal best. Looking back at the model he found ways to bring these pieces together through effective communications and celebration throughout the year. That company had a highly engaged employee team and is a great Canadian founded business success story because of the performance of a his team. So this stuff works. Milestone Achievements Recognize Employees Learn from the last quarter Inspire and Engage