THE SUSTAINED ACCOUNTABILITYPERFORMANCE MANAGEMENT SYSTEM

ETU CONSULTING

Faye DesAulnier

Tina Duh

Deej Goodno

Tina Maria

Carlos Navarro

Kerrie Smith

Josh Summers

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SUSTAINED ACCOUNTABILITY PERFORMANCE MANAGEMENT SYSTEM

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MISSION STATEMENT OF CONSULTING COMPANY NAME HERE

“Mission Statement goes here to be determined by the group”

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PURPOSE OF PERFORMANCE MANAGEMENT PROGRAMS/OUR SYSTEM Collecting Information and Identify employee

strengths and areas for development (weaknesses)

Six Main Purposes of a PM System: Strategic Purpose Administrative Purpose Informational Purpose Developmental Purpose Organizational Maintenance Purpose Documentational Purpose

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PERFORMANCE MANAGEMENT SYSTEM IMPLEMENTATION AND INTEGRATION

Good Performance Management System All evaluated, standards relevant, reliable, ethical Semi-annually or annually done

Our System Layers- 4 layers1. Organizational Goals and Strategies based on Mission &

Vision1. Core, for model to grow from

2. Divisional/Department/Individual Goals, Strategies and Behaviors1. Examine roles (in retail, would depend on department)

3. 5 step arrows4. Talk, Communicate, Connect

1. Recap, keep the conversation alive2. Hold all the other steps together

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PERFORMANCE MANAGEMENT SYSTEM IMPLEMENTATION AND INTEGRATION

5 steps (the third layer) Performance Measurement Employee Review and Feedback Leadership and Coaching Rewards and Development Opportunities Employee Training and Development

Differentiating factors of the model Non-Linear Layers Time Management

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PERFORMANCE MANAGEMENT STRATEGIES

Always the first step: company establishes mission/vision statement foundation for the performance management

system Strategies implemented to reach goals Align the employees development plans,

results and behaviors with organizational goals

Conduct a gap analysis to determined the current and future environmental

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PERFORMANCE MANAGEMENT TEAM REWARD SYSTEMS

Visible, contingent and reversible. Distributed in the same manner as individual

rewards. Motivate employees to do the right thing,

work together, and meet the organizational goals.

Your goals should match your rewards, which fall in line with your employees’ actions, attitudes, and motivations.

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PERFORMANCE MEASUREMENT

Differentiate between low, adequate and high level performance

3 approaches: Trait, Results, Behaviors Results

Sales are key to profitability in retail industry Behaviors

Identify employee competencies and indicators that help boost sales levels

Our Model: Employees assessed against Objective Standards Other Employees performance

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LEADERSHIP COACHING

Achieve a common purpose Facilitating growth in employees Ongoing process Providing advice about expectations Providing guidance and support The best coaches make use of different styles

(driver, persuader, amiable, and analyzer) Aligns employees’ behavior, attitudes, and their

performance, with the strategic goals Leadership and coaching is one of the five main

components that feed into the core of the Sustained Accountability Performance Management system.

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PERFORMANCE MANAGEMENT AND EMPLOYEE DEVELOPMENT

Will be aligned with the organization's goals  Training will start after job accepted Different components for training Buddy Program Training will be open to change Ongoing training to improve and succeed

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PERFORMANCE MANAGEMENT FEEDBACK PROCESS

Open, honest and make an impression Describe actions and behaviors Constructive feed back is not Criticism

What you want to see improve Direct to the proper actions Personal growth and development

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PERFORMANCE MANAGEMENT APPRAISAL FORMS DJ will add to this later with a graphic

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TALKING, COMMUNICATING, CONNECTING AND SUSTAINED ACCOUNTABILITY

Informs employees Communication is bilateral Increase employee morale, productivity,

revenues The “Talk, Communicate and Connect” ring:

Binds the model together Present in every aspect of the model Accountabilities communicated

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METHODOLOGY USED FOR ASSESSING PERFORMANCE MANAGEMENT

Essential to have a Methodology Our System

Prerequisites (Mission/Vision) Divisional/Department/Individual goals Performance Plan Performance Execution: Talk, Communicate

Connect Performance Assessment: one on one 30 min.

meetings

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LEGAL ISSUES

Standardized performance appraisals Training to Supervisors to be fair and

unbiased Appraisals open to appeals or comments Documentation is key

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CONCLUSION- MODEL OVERVIEW