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Copyright © 2020 Human Dynamic. All Rights Reserved.

Inf luencerA

n O

utlOOk On leAdership & ChAng

eIssue 192 – July 2020

P a r t n e r f o r L e a d e r s h i p a n d C h a n g e

ªFROM Hd’s desk: CeO sPeAk Performance Development or Performance Management?

ªFutuRe FORwARd Taking Charge: Self Driven Performance Management

ªQuiCk BitesPart A: Getting real business value from Performance Conversations Part B: 60 Second Read: GROW: Building People, Performance and Purpose

ªLeAdeR’s deskPerformance Management: Establishing a Two-Way Process

ªFeAtuRedBusiNess CAse Constructive Feedback: An Indispensable Skill for Managers

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Paradigm Shift in Performance

Management

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Inf luencerP a r t n e r f o r L e a d e r s h i p a n d C h a n g e

Issue 192 – July 2020


ceo SPeakHd’s deSk

From

Performance Development or Performance Management?- By Eric Kung (CEO - Human Dynamic)

The developmental focus of leaders has been brought about by the

war for talents and the need for employee engagement. Leaders are supposed to be coaches to their team members so that they could grow to their full potential and succeed in their existing and future roles and responsibilities.

The complexity and competitiveness of business environment requires the team to work together and support each other in order to win and breakthrough their performance. The team’s performance is the leader’s performance. Positive psychology and positive leadership would add to the favor for performance development instead of performance management just like leadership is often presented to be more important than management.

In reality the leaders are playing the manager roles all the time. Without managing the business operations well the leaders would not go too far just by visioning, motivating, aand coaching.

Take recruitment as an example. The leader wants to build a new

team and she recruits new team members to

join her team. She tried her best to recruit the best talents to join her team. She worked closely with the

HR and talent development manager to ensure that she

could “attract, develop and retain talents”. However, after two to three months the leader realized that one of the new

Positive psychology and positive leadership would add to the favor for performance

development instead of performance management just like leadership is often

presented to be more important than management

staff was not performing well and she started to doubt that she might have made a wrong hiring decision. Despite her coaching and performance development effort that concerned staff was not able to perform up to the company’s standard. In my company I always remind my managers, “When you realize that you have made a wrong hiring decision, admit your mistake and manage the staff’s exit as soon as possible.”

When and where to draw the line between performance development and performance management is the wisdom of the leader and that could only come with your experience as a leader/manager. Your boss or your mentor could give you some insights. One thing is certain: don’t mix up the two and don’t try to do only one approach; you need both!




FoRWaRdFuture

The thrill of owning one’s career trajectory and taking charge of one’s own growth

is irreplaceable. One is fortunate if one works in a team and with a leader who allows for personal and professional development, but it is important to be cognizant of the fact that the buck doesn’t stop there.

Learnability & pursuit for excellence is an attitude and a skill which needs to be crafted and honed. It is more important than ever to take this in disruptive & virtual times where each person’s path would unique and not a cumulative one for all. What is it that we can re-examine or begin to do?

While people would make these changes towards performance excellence, it is important that the leadership encourages and the organizational culture supports this. As a leader, when you yourself adopt an attitude of self-driven performance excellence, it will set the bar for others to follow. What is essential is that you inculcate an attitude of ownership of both your individual growth and of team growth. An approach of 100 people take one step ahead is more sustainable & productive than I take 100 steps ahead. Positively influencing people around you to grow and learn will not only make you a better leader and more effective worker but also allow for success to shine brighter and faster.

Taking Charge: Self Driven Performance Management- By Dr. Deepika Gupta

ReckoneR to check if i am self-dRiven in my PeRfoRmance

develoPment

u I seek out a mentor to develop myself

v I leverage organizational networks to grow and be seen

w I learn continuously x I endorse the need to change and redevelop myself with

changing timesy I voluntarily seek out

feedback from my leader

❶ tAke tHe FRONt seAt: We are used to being driven by a brand name, a leader and a team culture. Imagining one to craft out self-driven performance with or without other variables can be anxiety provoking. But without waiting for a responsibility to be

assigned, it is essential that we take that plunge and actively steer growth for oneself and for the organization.

❷ CHANge tHe APPROACH tO PAd FORMs: While many organizations themselves are relooking at how performance review should be done, when we approach this from an intrinsic rather than an extrinsic perspective, there would be greater

insight. Spend conscious time evaluating the opportunities you maximized those you missed.

❸ Know-thy-self: Go back to those interview questions which asked you to describe yourself. What are some of your core qualities that define you? Which abilities have made you excel? What are your motivations for success? How do you define high

performance?

❹ IdentIfy mIcro learnIngs: Reflect on the small lessons learnt, small differences made, small growths achieved by developing small new habits and making small new changes. Often there is great wisdom and clarity in these micro learnings

and not always in the big pictures drawn.

❺ say yes and stretch yourself: It is recommended that you say yes to a role when you can meet about 70% of the requirements

as that gives space for one to stretch and grow other skills. This eliminates room for stagnation. When novel opportunities present themselves or when there is a need to take a jump and a

risk, it is important to have a Say Yes First attitude. By saying Yes to a task, you also say Yes to self-development and personal growth.




BITeSQuick

PART A

Getting Real Business Value from Performance Conversations - By Duc Dao

Performance management process has its links to organizational

strategic planning, employee compensation, individual & team development, succession planning and HR technology systems. The ultimate purpose of a performance management is to achieve business & organizational targets and goals contributed by individual & team performance.

Organizational systems and 4.0 digital applications in performance management process are means to help organizations ease out performance management while ensuring its accuracy, and it is worthwhile to be reminded of the role of managers to develop

ì Timelyì Fact-based

informationì Clarify your

expectationsì Regular follow-up with coaching

UnDeR-PeRfoRMAnce

ì Offering challenging

opportunitiesì Regular feedback with coachingì Recognition

AVeRAGe To gooD

PeRfoRMAnce

employees and support them to enhance their performance. Managers are required to regularly conduct performance conversations & give continuous feedback to individuals & teams in accordance with clear targets & goals that they are expected to perform beyond scheduled annual or half-year reviews.By regular checking, supporting and coaching employees in their performance journey, managers can make sure that the set targets and KPIs shall be accomplished by the next review period.

There are four types of performance conversations: Under performance, Average to Good performance, High performance and High potential. Here are some points you can leverage in those conversations:

ì Focusing on their strengthsì Specific &

balanced feedback ì Helping them

develop

HigH PeRfoRMAnce

« https://www.pmg.com/blog/strategies-for-managing-high-potential-employees/

RefeRenceS:« https://www.quantumworkplace.com/future-of-work/13-performance-review-tips-that-actually-improve-employee-performance

ì Providing stretch opportunitiesì Set new goals

regularly with mentoringì Offering learning

opportunities

HigH PoTenTiAL

https://www.pmg.com/blog/strategies-for-managing-high-potential-employees/

https://www.quantumworkplace.com/future-of-work/13-performance-review-tips-that-actually-improve-employee-performance


Issue 192 – July 2020 BITeSQuick


PART B: 60 SeconD ReAD

GROW: Building People, Performance and Purpose- By Bernice Lim & Prachee Phule

GROW model is the most common coaching framework used by coaches. The Model’s simplicity is its strength as long as it is used

in conjunction with appropriate coaching skills and behaviors. Coaching is unlocking people’s potential to maximize their performance. It is about raising awareness and accountability; helping them learn rather than teaching them.

RefeRenceS:« https://www.thebalancecareers.com/coaching-questions-for-managers-2275913

¤ exPlORe The GOAl. The key to using GROW successfully is first to spend sufficient time exploring ‘G’ until the employee sets a goal which is both inspirational and stretching for them. ¤ STAy flexiBle. Revisit each step as necessary and in any sequence (see the diagram) to ensure that the staff remains energized and motivated and that their goal fits with the business goals; while also aligning it with their personal and professional values. ¤ liSTen ACTiVely. Listen with attention, curiosity and empathy. Listen for potential not problems. Reflect, summarize, clarify, reframe.

¤ POWeRfUl qUeSTiOnS. Ask open and closed questions. Start broad and then narrow down to generate focus. What? Where? Who? How? When? No leading or judgmental questions.

LeT THe AiM Be To RAiSe AwAReneSS AnD ACCOUnTABiliTy.

foLLowing ARe SoMe wAyS in wHicH THiS THiS eLegAnT yeT SiMPLe MoDeL cAn Be uSeD TO STRUCTURe A MeAninGfUl COAChinG COnVeRSATiOn:

GoalWhat do you want?

What more do you want?

RealityWhat is happening now?

Exactly what is happening now?

oPtionsWhat could you do?

What else could you do?

WillWhat will you do?

Precisely what will you do?

Q

Q

Q

Q

https://www.thebalancecareers.com/coaching-questions-for-managers-2275913


deSkLeader’s



Performance Management: establishing a Two-Way Process - By Shalini Gunarajan

Today’s workplace is relatively positioned for leaders who are self-aware,

relentless drivers to maximize human potential and creators of platforms for authentic expressions while exceeding business goals. These authentic leaders are not only human, empathetic, courageous, valuable but also authentic.

With that said, one of the popular performance management processes, PIP (Performance Improvement Plan), is still the defacto standard for improving performance. Interesting, right? Let’s face it – there are few things worse than

RefeRenceS: « https://www.thebalancecareers.com/use-coaching-to-improve-employee-performance-1918083

demonstrate confidence in the employee’s ability and willingness

to solve the problem. Get the employee involved in the process of seeking solution to improving their performance. In doing so, it helps to increase accountability for performance improvement in employees.

describe the performance problem to the employee. State the problem

or behavior which requires improvement and to do so, use descriptions and examples – so that both of you share the same understanding.

ask for the employee’s view of the situation. Check to see if they see

the same perspective on the problem or opportunity?

Be humane. Allow the employee to share their career plans and collaborate

on the path to success.

determine factors limiting employee’s ability to perform the task or to

accomplish the objective. Determine to lessen or remove barriers like availability of time, access to training/resources, tools and non-supportive temperaments. State your availability to support them as they work towards the same.

discuss with the employee about potential solutions to the problem

or improvement actions to take. Learn to understand from them, their plans for improvement.

mutually agree on a written action plan that lists what the employee,

the manager and possibly, the HR, will do in efforts of improvement. Identify core goals the employee must meet to achieve the appropriate level of performance that the organization needs

set a date and time for follow-up, so the manager knows how the employee

is progressing. Offer positive encouragement and show confidence in the employee’s ability to improve.

having to put your employee on a PIP and it continues to be one of the most known initiatives for managing employee performance. It is one-way! Hence it is time to consider a performance improvement pathway; which is two-way in nature.

Before we delve into how it works; it is essential to acknowledge that effective performance management has 2 pre-requisites:

ª setting clear expectationsª driving a culture of accountability

Managers are the ones to lead this process not just by reaching out to their employees in need, but getting their buy in to collaborate to improve. Coaching can be reckoned as an important stepping-stone towards this. It works wonderfully well if weaved in as a regular conversation between the manager and team members. It in turn, encourages the staff to take essential steps to upskill themselves and build their profile in order to be eligible for the due recognition.

Some steps that a manager can take while conducting these coaching conversations with their team members are:

I

II

III

IV

V

VI

VII

VIII

Therefore, performance coaching is a powerful tool when managers take advantage of its usefulness. Nonetheless, it is also important for managers to recognize

that given their efforts in supporting the employee to improve, the only person who is in charge of their performance improvement is the employee themselves.

« https://medium.com/swlh/the-new-managers-guide-to-performance-management-db5dd814fa6

https://www.thebalancecareers.com/use-coaching-to-improve-employee-performance-1918083

https://medium.com/swlh/the-new-managers-guide-to-performance-management-db5dd814fa6


FeaTURedBusiness CaseIssue 192 – July 2020


It is said that an organization is only as strong as its people. Employees are by far the best

advocates of any business. And it is of utmost importance that we focus on the growth of our employees to ensure the growth of the organization. Hence, performance management or people management becomes a core skill for leaders. While we are talking about these two core skills, the intent of it should always be People development. Thus, giving regular and constructive feedback becomes all the more essential. There has been a gradual shift in culture in the way feedback is shared with employees. While the Bell curve of Performance Appraisal has been used for the longest time, organizations are slowly moving to a culture of dialogue and feedback. Organizations are now focusing on specific ratings with more accountability and direct rating.

While feedback has always been an integral part of an effective work culture, giving constructive feedback has never been as smooth as it sounds. The reception of feedback and its intended positive impact on performance is dependent on many factors outside of the feedback itself. Who is giving the feedback? What is the relationship with them? What is one’s evaluation of them? If the feedback is related

to their career goals and if acting upon them is considered important enough etc. So, it becomes very important to know the people, know oneself and know one’s style for the feedback process to be successful. Hence, it becomes important to carefully reflect and bridge the gap.

At Human Dynamic, we regularly work with clients in supporting managers build the art of giving constructive feedback. I recollect one of the recent projects with an IT company where we worked with managers across varying years

of experience, but all struggling with making performance review conversations count. It made me realize that the ability to give feedback and channelize that towards the other’s career growth & performance has nothing to do with years of experience but has everything to do with how we perform as leaders & managers. Being able to build trust with our teams, having camaraderie and ongoing communication, being unbiased and genuinely interested in the other form solid stepping stones to meaningful feedback conversations.

Being ABLe To BuiLD TRuST wiTH ouR TeAMS, hAVinG CAMARADeRie AnD OnGOinG COMMUniCATiOn, BeinG UnBiASeD AnD GenUinely

inTeReSTeD in THe oTHeR foRM SoLiD STePPing STOneS TO MeAninGfUl feeDBACk COnVeRSATiOnS

Constructive feedback: An indispensable Skill for Managers- By Pallavi Biswas

If you are looking at a blended learning solution or an immersive learning experience to build your leaders’ capacities in giving feedback, reach out to us!

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