Emerging Trends in Learning & Performance: Shift Your Performance Discussions Towards Development for Growth - Part 3
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Jeremy Spake discusses shifting performance management from traditional appraisals to a focus on employee development and support through ongoing feedback and check-ins. Highlights include the necessity of internal mobility, engaging leadership development, and creating programs that connect personal growth with business strategies. The document emphasizes building a culture that fosters development and accountability to prepare leaders for future challenges.
Emerging Trends in Learning & Performance: Shift Your Performance Discussions Towards Development for Growth - Part 3
- 1. Jeremy Spake, Principal Consultant Emerging Trends: Shift Your Performance Discussions Towards Development for Growth
- 2. Today’s Speaker Jeremy Spake, CCP, GRP Principal Consultant, Performance and Compensation Jeremy is responsible for providing thought leadership for SaaS-based talent management by working with clients to achieve business objectives through use of the Cornerstone OnDemand (CSOD) suite of services.
- 3. • Annual Event • Process-driven • Focus on existing leaders • Tenure-based • Emphasis on Appraisal Emerging Trends 3 Traditional • Ongoing • People-centric • Focus on developing leaders • Development on-demand • Emphasis on Development Emerging
- 4. •How have you changed your performance management process? select all that apply A. Eliminated use of forced distribution B. Eliminated ratings C. Replaced annual performance reviews with more frequent check-ins D. Replaced annual goal setting with near-term goal setting E. Separated performance discussions from compensation discussions F. N/A – nothing so far Polling Question #1 4
- 5. Recent Changes to Performance Management Approach 5 11% 14% 16% 18% 26% 57% 0% 10% 20% 30% 40% 50% 60% Replaced annual employee performance goal setting with near-term goal setting Replaced annual performance appraisal discussions with frequent and in-the-moment feedback Eliminated use of rating scale (numerical and/or descriptive) Eliminated use of forced distribution Separated performance discussions from merit increase discussion Not Applicable; We haven't changed anyting recently. Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
- 6. 2017 Priorities 6 • Engage your partners • Foster communication • Demonstrate accountability • Rewards and recognition
- 7. “Goodbye Talent Management, Hello People Management” Understand Your Employee 7Source: HCI Internal Mobility Research 2014 47% Agree that it is easier for an employee to find a job outside of our organization than inside it. 89% Agree that hiring is less expensive from within the organization. 86% Agree that it is faster from within the organization. 60% Agree that employees promoted from within perform better.
- 8. •What is the focus of your performance and development program? A. Develop Strengths B. Correct Weaknesses C. Not Sure D. Other Polling Question #2 8
- 9. • Context is critical • Develop the whole person • Treat development as a journey • Service promotes purpose Performance Management & Development Philosophies 9Source: 2016 Brandon Hall Group Performance Management Approach (n=269) 49% OF ORGANIZATIONS SAID THEIR PERFORMANCE MANAGEMENT PHILOSOPHY IS BASED ON DEVELOPING EMPLOYEE STRENGTHS
- 10. • Trend of “check-ins” will drive dev discussions • Employees at the intersection of career mgmt. and development • Small team structures • Provide leadership opportunities early in career • Teach managers to manage projects and people simultaneously and individually • Provide “career coaches” / “mentors” • Hackathons – collaborative development People & Process Development 10 Talent • Invisible L & D • Digitize • Reduce levels in your job architecture – reference market trends • Looking at the past and providing guidance for future (windshield) • Ensure efficient operational processes • Build the talent system • Understand, manage and improve the employee experience Organization
- 11. Case Study: YUM! 11Source: Brandon Hall Group 2017 Silver Award Report
- 12. Case Study: YUM! 12Source: Brandon Hall Group 2017 Silver Award Report
- 13. Development is Imperative 13 • Develop leaders who can drive real change • Build a pipeline of ready- now leaders • Create an engaging culture • Lead with purpose and sustain superior results 58% 74% 51% Of employees think college graduates are not adequately prepared for the workforce Of businesses report persistent shortages of talented mid-level managers Of businesses report that they still don’t have enough talented executives More people and skills to develop Source: McKinsey & Co. Education to Employment 12/2012. Bersin by Deloitte, Developing 21st Centruy Leaders 11/2011
- 14. Leadership Development Priorities 14 8% 6% 7% 12% 16% 22% 29% 9% 12% 15% 14% 16% 16% 19% 10% 14% 16% 13% 13% 16% 18% Becoming more purpose and values driven Diversifying the leadership pipeline Driving engagement Accelerating time to performance Driving culture change Filling gaps in your leadership pipeline Developing leaders to drive strategic change Rank the most important leadership development priorities in your organization. Series 1 Series 2 Series 3 66% 54% 39% 38% 32% 27% 45% Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
- 15. •First-level leaders •Mid-level leaders •High-potential leaders Develop Leaders 15Source: Korn Ferry, Real Life Work 2016
- 16. •Activities & Projects •What Next? •What does success look like? •Connecting to business goals •Self-evaluations Clear Expectations 16
- 17. Case Study: BAE Systems 17
- 18. Case Study: BAE Systems 18
- 19. •How would you describe your internal coaching and mentor program? A. A defining benefit B. Effective development coaches in place C. No Training D. Not Sure Polling Question #3 19
- 20. Manage Like a Coach 20Source: 2016 Brandon Hall Group Performance Management Approach (n=269) Effective development coaches, 23% Defining benefits, 45% Don't know, 5% No training, 27% EXISTENCE OF A COACHING CULTURE
- 21. •Check In •Manage Obstacles •Evaluate Strengths & Opportunities •Manage like a coach •Look ahead Continuous Development 21
- 22. Case Study: Isbank - Turkey 22
- 23. Case Study: Isbank - Turkey 23
- 24. •Skills check •Personal brand •Networking •Career Planning •Exploring Skills & Interests Develop 24
- 27. •What development programs do you currently have in place for employees in your organization? select all that apply • A) Stretch assignments • B) Project lead • C) Role expansion • D) Rotation • E) Formal skill development • F) Other Polling Question #4 27
- 28. •Pay Decisions Based on: • Employee’s performance against individual goal plans • Employee’s performance in comparison to peer group • Organizational budget • Market data – both internal and external Decoupling Compensation and Performance Discussions 28
- 29. •Collaborate with and engage partners •Enable collaborative and social learning environments •Use experiential development methods •Incorporate metrics and feedback tools •Communication is critical •Internal developmental coaching programs Best Practices 29
- 30. •Connect development strategy to business strategy •Embed change throughout the organization •Make development programs contextual and relevant •Encourage a sense of purpose and mission Summary 30
- 31. • Part I: Diagnose, Discern, Develop • January 16 • Part II: Learning Strategies • Feb. 16 • Part III: Development • March 15 Elements of Effective Performance Management 31 Performance Management Learning Strategies Diagnose, Discern Develop Development
- 32. Questions?
- 33. Jeremy Spake, CCP, GRP Principal Consultant, Cornerstone OnDemand M: 206-755-4194 Email: jspake@csod.com LinkedIn: www.linkedin.com/in/jeremyspake Contact 33
- 34. Thank You!