PERFORMANCE MANAGEMENT. Carol Brown. Human Resources Manager

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1 PERFORMANCE MANAGEMENT Carol Brown. Human Resources Manager

2 HISTORY OF PERFORMANCE MANAGEMENT AT LIBRA SUPERVISORS/ MANAGERS Marc ORGANIZATION Effron & Miriam Ort who state Is there any organizational ASSOCIATES practice more broken than performance management? Perhaps no talent management process is more important or more reviled than performance management. The study revealed universal results on the following: Everyone hates it- employees and managers alike Nobody does it well- it s a skill that seemingly fails to be acquired despite exhaustive training efforts It fails the test of construct validity it doesn t do what it was designed to do, i.e. increase performance

3 HISTORY OF PERFORMANCE MANAGEMENT AT LIBRA Why is it so broken? People have changed ANAGERS ASSOCIATES Key changes for High Performance be real- communication openly and often. Set stretched goals and inspire to work to their potential. Get out of the way. Technology has changed Key changes for High Performance A shift in focus from process to outcomes. Burn the forms. People s relationship with their technology has changed Key changes for High Performance social and mobile work environment. You will set dynamic goals and adjust them. Just-intime- coaching. get rid of the form. **Study by Marc Effron & Miriam Ort

4 SELLING THE VALUE ADD OF PERFORMANCE MANAGEMENT ORGANIZATION Savings Accuracy Accountability Productivity Retention Communication SUPERVISORS/ MANAGERS Time Savings Reduced Conflicts Visible Accountability Efficiency Consistency Performance ASSOCIATES Clarification of Expectations Improved Self- Assessment Improved Performance Career Paths Job Satisfaction

5 PERFORMANCE MATRIX GROUP DISCUSSION

6 PERFORMANCE MATRIX A ASSOCIATES: Vision Passion Ideas Productivity Energy Positive Self- Image Positive Attitude (Almost Always) B ASSOCIATES: Average Degree of Passion Great Following Somewhat Confident/Self- Image Positive Attitude (Most of the Time) 80% of your Workforce C ASSOCIATES: See the Negative in most Everything & Everyone Low Confidence/Self- Image 10% of your Workforce

7 HISTORY OF P ERFORMANCE MANAGEMENT AT LIBRA Libra s Performance Management History SUPERVISORS/ ORGANIZATION MANAGERS ASSOCIATES NO Reviews from (Performance or Financial) Recognize some employees No system to track or measure who was being rewarded Less than 10% of the organization Many Attempts to Complete Expensive Attempts 360 Reviews Designed Form Conduct Manager- Review Training Effect Angry Employees Bad Attitudes Rework/Quality Issues Turnover Recruitment

8 PERFORMANCE MANAGEMENT PROCESS Communicate and understand purpose and value of process Established a Compensation Chart and Levels within Libra Presented to CEO/President/CFO Committed to 3% increase Gave Managers a top line budget Set goals effectively Worked with each Manager to establish goals, objectives, action plans, reviewed job descriptions Begin with performance planning S - Specific M - Measurable A - Achievable/Attainable R - Results oriented/realistic/relevant T - Time bound Ensure an ongoing process Based on company profits if financial is awarded Not an annual event

9 PERFORMANCE MANAGEMENT PROCESS Gather information from a number of sources Establish sales reports and information that can be used consistently throughout the organization Document, document, document Performance log kept by supervisors and managers as a record of performance events technology journal Adequately prepare and train managers Internal class starting with our lead operators to our managers Change our language Deliver objective reviews that summarize an ongoing process We have a 6 month formal check between managers and employees Link performance management with other talent management processes Rewards and recognition programs and discussions about career growth

10 NEXT STEPS/Libra Evaluate the process and make it easy, efficient and effective to ensure participation Review Form itself - revise next year Career Development programs for Salary employee s - need to revise Consider the benefits of automation to save money and resources and optimize the performance management process. Instant form routing and paperless processes Goal tracking and cascading functionality for complete visibility and alignment Automated goal management and performance review reminders Writing assistants to help managers prepare appraisal forms Support tools providing coaching support to managers when they need it most Dashboards to deliver company-wide, aggregated or individual reporting

11 G O A L S O F P E R F O R M A N C E M A N A G E M E N T I N C H A N G I N G O U R C U LT U R E Use a merit-based system to differentiate between high and low performers Clearly define standards and expectations at the individual, team, departmental, and organizational level Develop transparent reward systems Articulate shared goals and objectives Use Technology

12 MEASURING SUCCESS Better overall attitudes Productivity numbers have increase over the past year Employees are willing to cross train in others department(s) Cost of Quality was reduced last year by over 50% Internal mobility

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