Download - More Dynamic, More Democratized, More Data: Next-Gen Performance & Talent Management at Patagonia
More Dynamic, More Democratized,
More Data: Next-Gen Performance & Talent
Management at Patagonia
Chris MasonPATAGONIA
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©2015 QUALTRICS LLC.
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Housekeeping
Chris Mason, Ph.D.Head of Talent Management, L&D, Compensation, & Workforce Analytics
Chris holds a Ph.D. in I-O Psychology from DePaul University. His career has focused on the application of this discipline to HR practice in companies large and small where he has led teams in Talent Management, Learning & Leadership Development, Compensation, and Human Capital Analytics, including his current role at Patagonia based in Ventura, CA. His passion is the reinvention of Talent and HR processes with a focus on moving to much more dynamic, democratized, and datafied interactions enabled through new digital platforms.
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©2015 QUALTRICS LLC.
40+ years in BusinessPrivate/Founder
~1B in Sales~2000 Employees
Global (in 4 Continents; primarily in US/Japan/EU)Direct-Retail & Online and Wholesale in 4K+
distributors
Next-Gen Performance & Talent Management@ Patagonia
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“The big inventions are so rare that even the most brilliant geniuses think up only a few marketable inventions in their lifetimes…Innovation can be
achieved much more quickly because you already start with an existing product idea or design.
-YC (Le t My Peop le Go Sur f i ng)
more DATA7
more DEMOCRATIZED
more DYNAMIC
3 Ways We Innovate in Patagonia HR
Meet Kate and Michael
Kate(Michael’s Manager)
Michael(Employee on Kate’s Team)
MANAGERS LAYER-ON SUPPORT
EMPLOYEES
DRIVE & BUILD UP
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Michael (Employee) vs. Kate’s (Michael’s Manager) RolesM
anag
erD
riven
A
ctio
ns
Layer on personalized / targeted actions to support our people.+
Advocate with Integrity (on our people’s behalf) to help our functional leadership make the best investments in people with limited resources
Continuously drive our growth, performance,
careers, and wellbeing
GUIDE COACH ADVOCATE
Empl
oyee
Driv
en
Act
ions
Reinventing “Performance Management”@ Patagonia
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©2015 QUALTRICS LLC.
Like almost every other company… we knew that what we were doing wasn’t working…but some newer approaches were showing promise.
Next-Gen Performance = Any of The Following
More Frequent
Goal SettingExample: Google’s “OKRs” (quarterly
Goals)
More Frequent Performance
ConversationsExample: Adobe’s
“Check-Ins” (Manager & Employee one-on-one conversations)
Crowd-sourced
FeedbackExamples: Sears Holdings’ digital
feedback tool called “SoundBoard”
Rating-less Reviews
Examples: Juniper Networks, Kelly
Services, REI, Deloitte, GAP (and many more)
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Regenerative Performance
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Quarterly Goals
Quarterly Check-
InsOngoing Feedback
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What our people tell us…What the data tell us…
Goal Transparency was Embraced: 98% Goals we left Visible to All
The majority of employees prefer the new “Check-in” conversation (to the old performance review)
Employees completing Check-Ins are more likely to say…- They get more quality feedback- They know what’s expected of them
Use of Regenerative Performance Tools Predicted:- Higher Contributions- More Rewards/Higher Bonuses
I wanted to share some feedback with you on the new Compass tool - It is incredible! I am so excited to use this system going forward and am actually looking forward to the process at the beginning of FY2017! -Patagonia VP
I think this (Check-In) step is the most important. I think having an open conversation reviewing goals and accomplishments is the best feedback. -Patagonia Employee
It created an efficient way of creating an agenda and interesting insight into how I judge the work I've done vs. how my manager looks at the input. -Patagonia Employee
Layering-On with “Talent Action Planning”
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“Talent Action Planning”verb.
Creating a plan of personalized/targeted actions you will do as a manager to layer-on and support the ongoing growth, performance, career advancement, and engagement of your people.
Managers LAYER-ON SUPPORT
How TAP works (in brief) for each of your direct reports…
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Managers answer a few simple questions about
the person
Pick from a recommended list of talent actions
Complete your actions in next 3-6 months
3 Key Manager Talent Action Planning Questions
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Michael
Kate’s Turn as Manager to Take ActionsShe starts with Michael (one of her direct reports)
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Kate
1. Kate answers a few simple questions about Michael
Extra Capacity
Kate’s Identifies Where to Focus Her SupportShe learns about what actions Michael could benefit from most at this time
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2. Kate feels Michael has…
He has room to take on more
He could benefit most from actions to help him grow + expand impact
She should identify actions that help him to expand his capabilities and increase his impact
Michael
Kate’s Plan to Support MichaelShe get’s suggestions for actions she can take that are most likely to support Michael at this time
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Role Expansion:Look for opportunities for them to take on at least one new responsibility in their current role in the next 3–6 mos. to increase impact
Professional Profile:Encourage them to fill out their Professional Profile in Workday in the next 3 months
Cross-Functional Project:Identify opportunities for them to participate on a cross-functional project or assignment outside of their role over the next 3–6 mos.
Commits to takingup to 3 Talent Actions
3. Kate commits to Actions to support Michael
✔
✔
✔
Other Talent ActionsSupporting
Actions• Manager Coaching -
Conduct regular (daily or
weekly) coaching sessions
to help them improve.
• Peer Support - Look for
someone this person can
shadow and learn from.
• HR Discussion (If they are
NOT new to role) - Talk
with HR about the need for
a formal performance
improvement plan.
Role Fit Actions
• Career Informational
Interview -Encourage them
to talk with someone in
another part of the
organization in the next 3
months
• Explore New Role -Talk with
your manager about possible
roles where this person
might be a better fit in the
broader team or org
• HR Discussion -Talk with HR
about this person's fit with
their current role and explore
another potential role for this
person in the next 3-6
months.
Leadership Development• Leadership Presentation -
Find an opportunity for this
person to present directly to
a leader 3 levels up from
their role today Share
Aspiration - Tell your
manager about this person's
aspiration to work at a higher
level of leadership in the
future.
• Leadership Practice - Coach
this person to take over one
task you do in your role
(such as managing a budget
or an external vendor) to
help them grow leadership
skills
General Actions
• Regenerative Performance -
Encourage them to write 3-5
Quarterly Stretch Goals in
Compass next quarter and
then set up a "Check-In"
session to kick off each
quarter.
• Development Goal -
Encourage them to write 1
quarterly development goal
next quarter
• Networking -Identify
between 1-3 key partners or
stakeholders for this person
to meet and greet
MANAGERS LAYER-ON SUPPORT
EMPLOYEES
DRIVE & BUILD UP
1 + 1 > 2
more DATA25
more DEMOCRATIZED
more DYNAMIC
What Ways Can You Get…
THANK YOU!