Presentation Strategy Team
- 1. PERFORMANCE MANAGEMENT PROGRAM UPDATE PART OF THE YCH’s TALAENT MANAGEMENT STRATEGY . April 22, 2009
- 2. Questions that this presentation will answer: How does this project connect with the other initiatives at YCH What will be the end result How will this impact me? How will I be involved?
- 3. Organizational Connections Slide 1 of 2 Our Vision To be the finest community hospital in Canada Strategic Directions Compassionate Care Clinical Excellence Timely and available Service Healthy Community Enablers Strong Culture, Connections and Infrastructure Financial Health and Efficiency
- 4. Organizational Connections Slide 2 of 2 STRONG CULTURE, CONNECTIONS AND INFRASTRUCTURE: The Human Resources Plan Workforce Planning and Recruitment People Performance and Accountability Design and implement Staff Performance Management System Review, Update and Communicate HR Policy & Procedures Investigate technology and outsource solutions to improve HR transactional efficiency Quality Work Life and Retention
- 5. Motivation Expectations & Consequences Information “ How others see me” Assumptions…. to enhance performance Support Learning plan On-going coaching
- 6. Project Assumptions Learning is the focus of the process The program will be meaningful, timely, helpful, efficient, and supportive For non-union staff there is a direct link to compensation, for unionized staff there is not. This was the only assumption that was challenged, still to be decided
- 7. Project Assumptions Enhancing performance is a shared responsibility; shared by the employee and the manager Not everyone knows what is expected of them OHA, Accreditation Canada and Professional Standards requirements will be considered
- 8. Project Assumptions There may or may not be an overall rating system or it may be – High Potential, Fully Competent, Needs Development Consultation will be for input and feedback purposes; not consensus The needs of those who are not interested in career development will be considered
- 9. Project Assumptions The program will be explicit about “how” the jobs are performed HR will be the custodian of the program, Managers and Staff will be the users At a minimum there will be a self assessment and a manager assessment. A 360 degree process may be introduced in the future
- 10. Performance Management Best Practices – 1 of 3 Focus on learning and coaching; encourage Managers to take on a role of Coach instead of “evaluator” Coaching is a management value in the company Participative, fair, objective, transparent and engaging process Linked to strategy Technology enabled – for ease of use, not a driver or financially related
- 11. Performance Management Best Practices – 2 of 3 Disciplined and regular discussions about the “what” and the “how” Culture of high trust Measurable goals Behaviour/competency based Clear and simple rating scales (or none at all)
- 12. Performance Management Best Practices – 3 of 3 Bacal & Associates conducted research on high-impact talent management evaluating 62 talent-related business practices in 700 organizations: Highest impact business processes: 1. Highest impact process is coaching – - generated 150% greater return than assessments - generated 200% return compared to pay-for-performance Development of high value competencies Goal development and alignment with strategy Clear and consistent development plans Manager assessment far down the list
- 14. Project Scope Project Planning by end of April Charter, Scope documents & schedule in Eclipse Consultations by end of May Needs assessment by end of June Design, Pilot and technology sourcing by Sept 1 Implementation/roll out by Oct 31 st Commence use Nov 1 Evaluation by Oct 31/2010
- 15. Deliverables 1. Tools/Forms includes a self assessment component for staff to complete. 2. Operating procedures will be in place for Managers and staff. 3. Resources for Managers and staff will be available, in an electronic format, that provide training and coaching on how to participate in the process. Resources for Managers will include guidance on how to coach for enhanced performance and how to deal with difficult situations. 4. The program will be web-enabled in order to provide Managers ease of use, particularly for those with large spans of control. Phase 1 – 2009/2010 fiscal year – achievement of 50% Phase 2 – 2010/2011 fiscal year – achievement of 80% Phase 3 – 2011/2012 fiscal year – achievement of 100% 5. A process will be in place for identifying organizational wide learning needs from the individual learning plans.
- 16. Performance links to strategy