![Proposed
changes
–
Performance
Management
designed
around
you
FROM
(today)
TO
(tomorrow)
HR
controlling
process
compliance…
…empowering
managers
to
take
full
reponsibility
for
the
performance
of
their
teams,
with
support
from
HR
an
impera&ve
process…
…recommenda&ons
and
a
coaching
behaviour
an
event-‐based
model…
…an
ongoing
model
for
Performance
management
development
linked
to
competence
…short
term
development
linked
to
individual
objec&ves
and
long
term
gaps…
development
linked
to
your
role
fixed
process
steps
and
a
yearly
…a
flexible
toolbox
to
be
used
when
needed
during
the
year
`meline…
360
review
only
for
leaders…
…360
for
all
employees
to
achieve
an
increase
in
the
aspired
culture
behaviours
forced
yearly
competence
…possibility
to
perform
purpose-‐driven
competence
assessments
when
assessments…
needed
being
ini`ated
by
the
manager…
…a
joint
responsibility
manager
–
employee
to
make
it
happen
a
vague
link
between
your
objec`ves
…focus
on
execu`on
of
goals
by
linking
daily
ac&vi&es
to
priori&zed
and
what
you
actually
do
every
day…
individual
goals
and
crea&ng
a
clear
”line
of
sight”
towards
the
vision
Issuer:
[Name]
[CDS
ID],
[Organisa`on],
formal
cearning
situa`ons…
Date
l reated:
[YYYY-‐MM-‐DD]
[Name
of
Doc],
Security
Class:
Pday
via
social
knowledge
tools
and
networking
…informal
learning
every
roprietary
11](https://image.slidesharecdn.com/casewebinar20130410-130410070823-phpapp02/85/Agile-Performance-Management-11-320.jpg)
![It’s
all
about
winning
the
race!
Focus
means
that
you
need
to
be
able
to
priori`ze
some
things
over
others
–
to
be
able
to
win
the
race
and
reach
your
objec`ve
Issuer:
[Name]
[CDS
ID],
[Organisa`on],
Date
created:
[YYYY-‐MM-‐DD]
[Name
of
Doc],
Security
Class:
Proprietary
22](https://image.slidesharecdn.com/casewebinar20130410-130410070823-phpapp02/85/Agile-Performance-Management-22-320.jpg)
Agile Performance Management
- 1. Case: Agile Performance Management 2013-04-10
- 2. Pia-‐Maria Thorén PIA-‐MARIA THOREN FOKUSOMRÅDE: TALENT & PERFORMANCE MANAGEMENT • VD: GREENBULLET SOLUTIONS • CIVILEKONOM FRÅN HANDELS I GBG • KONSULT OCH PROJEKTLEDARE SEN 1994 • BLOGGAR PÅ PERFORMANCEBLOGGEN.SE OM ATT SKAPA ENGAGEMANG PÅ JOBBET • ARBETAR IDAG MED TALENT "Ingen&ng är omöjligt. MANAGEMENT PÅ STORA Det omöjliga tar bara lite längre &d." INTERNATIONELLA FÖRETAG Winston Churchill +46 763 056134 pia-‐maria.thoren@greenbullet.se
- 3. Employee Engagement through Agile values and Agile leadership
- 4. WHY? The Human Capital Value Chain Engaged Engaged Sa`sfied Customer Profits drive employees stay employees customers reten`on shareholder longer and drive are loyal and drive value perform be^er customer buy again profitability sa`sfac`on Derived from “Putting the service-profit chain to work” in HBR 1994 by James L Heskett, Thomas O Jones, Gery W Loveman, W. Earl Sasser Junior, Leonard L Schlesinger
- 5. GreenBullet " Was founded in 2008 by Pia-‐Maria Thorén and Tomas Kaudern – we now have offices in Stockholm and Gothenburg " Long experience from clients in different industries and in different consultant assignments " Agile values have been a red thread through all our assignments, to maximize employee engagement " Blogs: agilhr.se, performancebloggen.se " Network: AgilePeople.se
- 6. The obstacle to performing employees is the culture of control " ”The biggest obstacle to teach people to take responsibility is the culture of control! More control does not lead to be9er control. The more we try to control the more we increase nega.ve stress, anxiety and demo.va.on. " The more we instruct, control and reward, the greater is the need for instruc?on, control and reward. The employee stop taking responsibility and blame management when not reaching the objec?ves.” 6
- 7. New agile performance management framework – WHY? " The old process did not deliver increased performance for teams and individuals " Managers did not experience support for delivering more with the help of the process " HR controlled process compliance by checking off the steps in the process " The old process was not in line with the aspired culture which has more focus on empowerment, coaching, feedback and con`nuous improvement
- 8. From Process to Framework ”You get what you measure” Instead, measure Actual result / employee, Goal If you measure Number of goals or Number of quality, How inspiring goals are, Employee performed reviews by a certain date, this is what engagement etc. The right measurements will you will get!!! create the right behavior 8
- 9. Performance management philosophy – making employees engaged to perform Fundamentally, in what environment do we think people perform best? What manager ac&vi&es and behaviors best support that environment? How should performance management be structured to support and reinforce that environment? In the following sec&on, I will try to answer the above ques&ons! 9
- 10. Dream Purpose Direc`on / focus Engagement Line of sight Con`nuous improvement Autonomy Performance Feedback Fun Development Result Trust Team
- 11. Proposed changes – Performance Management designed around you FROM (today) TO (tomorrow) HR controlling process compliance… …empowering managers to take full reponsibility for the performance of their teams, with support from HR an impera&ve process… …recommenda&ons and a coaching behaviour an event-‐based model… …an ongoing model for Performance management development linked to competence …short term development linked to individual objec&ves and long term gaps… development linked to your role fixed process steps and a yearly …a flexible toolbox to be used when needed during the year `meline… 360 review only for leaders… …360 for all employees to achieve an increase in the aspired culture behaviours forced yearly competence …possibility to perform purpose-‐driven competence assessments when assessments… needed being ini`ated by the manager… …a joint responsibility manager – employee to make it happen a vague link between your objec`ves …focus on execu`on of goals by linking daily ac&vi&es to priori&zed and what you actually do every day… individual goals and crea&ng a clear ”line of sight” towards the vision Issuer: [Name] [CDS ID], [Organisa`on], formal cearning situa`ons… Date l reated: [YYYY-‐MM-‐DD] [Name of Doc], Security Class: Pday via social knowledge tools and networking …informal learning every roprietary 11
- 12. The current situa`on of non-‐ involved employees “ A mere 7% of employees today fully understand their company’s business strategies and what’s expected of them in order to help achieve company goals.” A Strategy Focused Organiza?on
- 13. Performance Management strategy Connect individual performance to company goals Transparent connec&on and visibility of company goals breakdown Creates an agile organisa`on that can adapt to new business needs in a smart and nimble way Requires a flexible and user friendly performance system support
- 14. Performance Management goal ”Changing the Culture using Coaching Leaders to op.mize Engagement in order to maximize Performance” Build a Global Organisa`on with Performance and Health that aims to: § Improve results and realise the strategy § Facilitate achieving individual objectives through coaching and feedback § Create a higher level of employee engagement to reach goals § Make employees take responsibility for their own growth and development § Reward employees for their contribution in a fair manner § Increase behaviours associated with the wanted culture § Use functional competencies to plan career steps and evaluate job fit § Identify & retain people with critical / key / strategic competencies § Find strengths and use them to reach company goals
- 15. Performance Management strategy 3 main parts of the Framework " Ongoing performance ac&vi&es, performed by all managers all year around " Goal deployment – normally once /year from Group management team " Yearly performance ra&ng and plan for the future
- 16. Performance Management Strategy -‐ building prac`ce from a theore`cal framework Performance management STRATEGY Purpose, PM Alignment to Strategy & Culture, … PERFORMANC Ongoing PERFORMANCE ACTIVITIES TECHNOLOGY People Portal, SAP System, … SET AND REVISE PLAN FOR LEAD, FOLLOW UP E GOALS DEVELOPMENT MANAGE AND (Feedback, COACH reward and recognise) PERFORMANCE MANAGEMENT OUTCOMES Performance Driven Culture, Engaged & Empowered Workforce, Improved Manager-‐Co-‐worker Rela`onship Based on Bersin & Associates Performance Management Framework, 2011
- 17. Performance Management ac`vi`es Built around the Goal Lead, Manage and Coach People Towards Goals Set and Revise Follow up (feedback and Goals reward) Plan for Execute Developme Link daily activities to goals What did I learn? Behaviours? nt Linked to Goals Daily standup User stories Con`nous Retrospec`ve Sprint goal repriori`za`on Feedback Product backlog Remove Learnings Sprint planning impediments Celebrate success
- 18. Performance Management ac`vi`es An on-‐going itera`ve process Recommenda`on: set goals linked to the company mission and follow up… …whenever there is a need… …or when the company goals change!
- 19. Performance Management ac`vi`es The yearly performance ra`ng cycle
- 20. Coaching conversa`ons whenever there is a possibility -‐ instead of once / year Coaching conversa`ons should take place ouen – several short tunings are preferred over one longer mee`ng But it must be up to the manager and the employee to decide when and how oZen they need to meet! All managers should, however, have basic coaching skills to be able to support their team – this is where HR comes in!
- 21. Individual performance vs team performance – there is a need for both Crea`ng the Balance
- 22. It’s all about winning the race! Focus means that you need to be able to priori`ze some things over others – to be able to win the race and reach your objec`ve Issuer: [Name] [CDS ID], [Organisa`on], Date created: [YYYY-‐MM-‐DD] [Name of Doc], Security Class: Proprietary 22
- 23. What has been changed? " From HR controlling the process to a mindset that PM is about Leadership " From 1-‐year goal cycle to shorter goals & follow up " From focus on just sewng goals to sewng fantas`c goals " Visible line-‐of-‐sight from daily tasks to company vision " Focus on feedback and recogni`on – in all direc`ons " Con`nous priori`za`on and updates of goals " Measure real result instead of process compliance (engagement, feedback frequency & quality , goal quality and linkage to strategy, financial result)
- 24. Create engagement with direct feedback
- 25. Let us tell you a li^le secret… …but you can see to it that You can’t make the it has the right conditions in seed grow… which to grow
- 26. Recommenda`ons in summary • Set / update goals whenever Focus areas / the business plan is changed or whenever needed for other reasons • Perform at least one long term development talk with your manager / employee every year • Perform many short mee&ngs to check that everything is proceeding according to plan – ini`ated by both manager and employee • Perform a 360 review on Aspired Culture behaviors at least once / year • Work to create a culture where sewng SMART, engaging and priori&zed goals is key • Connect development ac`vi`es to both goals and long term career planning • Keep your objec&ves linked to things you do every day (daily ac`vi`es) to keep moving in the right direc`on • Do a performance ra`ng once / year for chosen groups of employees (team ra`ng should be an alterna`ve) 26
- 27. Learnings " If they are used to detailed instruc`ons, they are not happy with just recommenda`ons " Communica`on and roll out takes the most resources " Keep number of languages down to be able to change in the beginning " Support managers on all levels – most importantly managers at the top " Show good examples in the organiza`on
- 28. Contact • Pia-‐Maria Thorén • pia-‐maria.thoren@greenbullet.se • 0046 763 056134