10 steps to re-engineer performance management
TRANSCRIPT
![Page 1: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/1.jpg)
10 Ways to Re-Engineer Performance Management
November 1, 2012
Presented by: Maysa Hawwash, National Manager – Talent Management Solutions
For audio, it is recommended you dial inA copy of the slides + recording will be available post webinar
AUDIO: 1-877-668-4493Access Code: 660 710 580
Event Password: 1234WebEx Support: 1-866-863-3910
![Page 2: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/2.jpg)
Agenda
• Evolution of Performance Management
• The Brutal Facts
• The Case for Change
• Taking the Steps
• 10 Steps to Making it Work
![Page 3: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/3.jpg)
Evolution of Performance Management
1960’s & 1970’s
• ESR (Employee Service Record)
• ACR (Annual Confidential Reviews)
– 10 traits on a five or ten point scale
– Job knowledge, sincerity, dynamism, punctuality, leadership, loyalty, etc.
• Reports were never communicated to the employees
3
![Page 4: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/4.jpg)
Evolution of Performance Management
Early 1970’s
• Content revealed to employees
• Performance Appraisals introduced
– Employee permitted to describe accomplishments
Mid 1970’s
• Some Development Components
• Talent / Performance-based
4
![Page 5: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/5.jpg)
Evolution of Performance Management
Contemporary Performance Management
• Performance and Development Reviews
• Personal Development Plans
• Learning and Development Activities
• Coaching & Mentoring
• Objectives and Performance Standards
5
![Page 6: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/6.jpg)
Evolution of Performance Management
Contemporary Performance Management
• Competencies
• Measurement
• Reward and Compensation
• Team Work
• 360 Degree Feedback
6
![Page 7: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/7.jpg)
7
The Brutal Facts
• Stress for both managers and employees
• Tight Deadlines
• Employee contributions are not adequately recognized
• Reviews are not focused
![Page 8: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/8.jpg)
8
The Brutal Facts
• Not aligned with Corporate Culture
• Inflexible and not customizable
• Past performance reviews are either irrelevant or overlooked
![Page 9: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/9.jpg)
9
The Brutal Facts
• Forms – complicated, with competency lists are too long/short
• Turnover & low engagement continue to be serious issues
• A wave of absenteeism or resignations follow the annual review cycle
• Process fails to provide key insights or development opportunities
![Page 10: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/10.jpg)
10
The Case for Change
Got Money??
Now what?!?!?
![Page 11: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/11.jpg)
11
The Case for Change
• Autonomy: Employees want to be part of creating their own goals, work environment and working style
• Contribution to an overall Organizational Strategy and Sense of purpose
• Recognition
• Mastery: The opportunity for growth and development
• Leadership is key
![Page 12: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/12.jpg)
12
The ROI Chain
Increased Financial Performance and Shareholder value
Increased Employee
Engagement
Increased Customer Centricity
Increased Innovation
Higher Quality of Products and
Services
![Page 13: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/13.jpg)
13
Taking the Steps
• Starting from the top
– Develop Key Performance Indicators
– Develop a comprehensive communication plan
![Page 14: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/14.jpg)
14
Taking the Steps
• Develop an Infrastructure that fosters continuous feedback and collaboration
– Translating KPIs
– Develop goals that align to the organizational KPIs
– Focus on culture and team work
– Incorporate Corporate Social Responsibility and Employment value proposition
![Page 15: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/15.jpg)
15
10 Steps to Making it Work
1. Clearly define what business outcomes, behaviors and
competencies you plan to measure
2. Involve employees in setting goals and objectives
3. Apply multi rater feedback when it makes sense. i.e 360 feedback
4. Collect important details about your workforce talent profiles
5. Avoid complex rating systems in the interest of transparency
![Page 16: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/16.jpg)
16
10 Steps to Making it Work
6. Recognition is key
7. Adopt more frequent dialogue (monthly mini-reviews as opposed to
annual)
8. Ask employees what skills and competencies they want to develop
9. Ensure the system tracks accountability
10. Ensure the system provides analytics and key insights
Bonus Step: Consider a Balanced Score Card
![Page 17: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/17.jpg)
17
f Drake P3 Personality Assessments
Emotional Intelligence Assessments
Leadership & Team Development
Outplacement
Enterprise Surveys
Exit Interviews
Performance Management Process Consulting
Remuneration and Benefit reviews
HR Audit HR Help Line
Talent Management Systems – TMS/LMS
Drake Solutions
![Page 18: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/18.jpg)
Questions
18
Q & Awith Maysa Hawwash, Manager,
Talent Management Solutions
Re-Engineer Performance Management
![Page 19: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/19.jpg)
EXCLUSIVE OFFER – FREE TMS DEMO
19
![Page 20: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/20.jpg)
Upcoming Webinar
Register at http://drake-webinars.com
November 15, 12pm EDT
Occupational Health & Safety: Workplace Wellness
20
![Page 21: 10 Steps to Re-Engineer Performance Management](https://reader036.vdocuments.us/reader036/viewer/2022081515/5550bd5db4c90504628b511f/html5/thumbnails/21.jpg)
Thank You for Attending For Questions please contact Maysa Hawwash
416-216-1067
21