How to ace your performance management transformation

The 4A’s of Agile Performance Management

The market is sending mixed messages

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Ratings conjure a “threat

response” in workers, or “a

sensation of danger,”

especially if they don’t get the

number they expect. And the

hangover from a bad rating

can last for months.

David Rock NeuroLeadership Institute

At most companies, employee

performance drops by around

10% when ratings are

removed because of

breakdowns in managers'

ability to manage and a fall in

employee engagement

CEB

The market is sending mixed messages

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Georgia MurchFixing Feedback

While face-to-face conversation is the most common method of delivering informal feedback, it is not the only method at your disposal. Other feedback channels have been shown to be just as effective as face-to-face, including: • E-mail • Instant messaging• Phone conversations• Written notes

CEB

Method Outcome

Face to Face Ideal

Face to Face (video) Near 100% positive

Phone Highly likely to be positive

Email Highly unlikely to be positive

Text Dangerous

Snapchat/Facebook Epic Fail

The market is sending mixed messages

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American Management Association

Engagement is highest among employees who meet with their manager at least once per week

Gallup

The strongest leaders formally spent on average four hours per employee per year discussing performance, style, and goals compared to most organizations’ one hour.

The inconvenient truth

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One size fits one in the new era of Performance Management

Make room for tailoring

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Engage people by configuring an approach to fit them

Limit misconfiguration with a framework

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ALIGNMENT “Are we doing the right things”

ASSESSMENT “Are we doing our best work”

ASSISTANCE “What would make us stronger”

APPRECIATION "Are we valued?"

Choose frequencies

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Quarterly ALIGNMENT

Monthly ASSESSMENT

Continuous APPRECIATIONAdhoc ASSISTANCE

Develop calendars

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January March

April May June

July August September

October DecemberNovember

February

Alignment - Goals

AppreciationAssessmentAppreciation

AssessmentAppreciation

Alignment - GoalsAssessment - DevelopmentAppreciation

AssessmentAppreciation

Alignment - PulseAssessmentAppreciation

Alignment - Goals

AppreciationAssessmentAppreciation

AssessmentAppreciation

Alignment - GoalsAssessment - DevelopmentAppreciation

AssessmentAppreciation

Alignment - PulseAssessmentAppreciation - Compensation

Pick and mix approaches & templates

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Purpose Traditional Alternative(s)

ALIGNMENT

"Are we doing the right things?“

Cascaded GoalsKPIsOKRs

Purpose MatchingValue/behaviourally led

Six Question Process

ASSESSMENT

"Are we doing our best work?"

Annual 360o or Manager Led rating process + Annual or Semi-annual Employee Engagement Survey

Monthly self assessment

Self requested (episodic) peer assessment

Manager assessment with Deloitte 4 questions

ASSISTANCE

"What would make us stronger?"

Creating individual development plans based on capability framework or job family to get ‘role’ ready

Strengths based personal development plans to overcome obstacles to reaching mastery

GROW model

APPRECIATION

"Are we valued?“

Public forum hero worship Crowdsourced Feedback Peer RecognitionStorytelling

Thank you‘s & Gift Certificates

then measure everything

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Network Analytics

Activity Levels

Sentiment

and be ready to adapt

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Fail fast and adapt with a flexible toolset that can overcome resistance

Most people start out feedback resistant.

Offering choices increases long term success.

1. Self-requested Feedback2. Real time peer to peer Feedback3. Scheduled/Recurring Feedback4. Manager requested Feedback5. Shared team wide Feedback6. Anonymous Feedback

Most of all, wow your leaders with results

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Experts do agree that an agile performance management framework is beneficial

Providing ongoing, not episodic, performance feedback can increase employee performance by 12%

CEB

Business units in the top quartile of employee engagement are 21% more profitable, are 17% more productive, have 10% better customer ratings, experience 41% less absenteeism and suffer 70% fewer safety incidents compared with business units in the bottom quartile.

GALLUP

69% of employees say they would work harder if they felt their efforts were better recognized

Zenger and Folkman

Learn more ….

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www.paycompliment.com/xecr1r

Sir John Whitmore’s GROW Template

15Back

Deloitte’s 4 Question Template

16Back

Marshall Goldsmith’s Align Template

17Back

Thank you/ Certificate Template

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