Management Conference

Transcription

1 A: How to Build Performance Management Performance Processes that Work Management Conference Ch i t h Mill Christopher Mills Core Measures

2 How To Build Performance Management Processes That Work October 17 th 2013

3 Tips for an Employee Centric Approach to PM 1. Create ownership for performance management 2. Support and develop culture change 3. Track and measure competencies 4. Take charge of appraisals 5. Link behaviour to recognition and reward Core Measures 'measuring & managing performance'

4 1. Create Ownership for Performance Management

5 Audit Process

6 Forward Looking Project Plan Design of PM Form - Link to strategy - KPIs/Targets - Values/competencies - Review - Appraisal One Page

7 2. How Your Staff Can Support & Develop Culture Change

8 Asset & Expense & Orphans

9 GDH Services Recognised as a leader in financial services Vision Mission Critical Success Factors (Strategic Initiatives) Business Plans STRATEGY SCORECARD Values/Brand culture Key Result Areas and KPIs Behavioural-Functional Performance Management

10 GDH Services Recognised as a leader in financial services Vision Mission Service CandoSpirit Teamwork Critical Success Factors (Strategic Initiatives) Business Plans STRATEGY SCORECARD Values/Brand culture Key Result Areas and KPIs Behavioural-Functional Performance Management

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12 Vision Mission CSFs Values Objectives KRAs KPIs KPIs Targets Competencies Values/Behaviours

13 Vision Mission CSFs Values Objectives KRAs KPIs Targets Values/ Competencies Service CDS Teamwor k

14 Performance Plan KRA KPI Target Date Tracking Corporate Strategy Core Strategy realisation >90 95% Dec Strategy report Division Strategy Divisional Strategy realisation >90 95% Dec Strategy report Competencies Action KPI Link Date Tracking Service Focus on client follow up Sales Target Dec Personal 3 rd Party Can Do Spirit Log examples ofself Division KPIs Dec Personal starting behaviour 3 rd Party Teamwork Track personal involvement Team KPIs Dec Personal and value Values 3 rd Party Rating System : Outputs are equal

15 3. Competency Overload Example - An organization s appraisal 1. Conduct 2. Initiative 3. Responsibility 4. Ability to work under pressure 5. Relations with others 6. Relations with external contacts 7. Job competence 8. Quality of work 9. Productivity 10.Perception & analytical thinking 11.Decision making 12.Creativity & innovation 13.Planning & organising 14.Written Witt communication 15.Verbal communication 16.Negotiation 17.Supporting other departments 18.Leadership & Supervision 19.Effective delegation 20.Staff development 21.Commitment t to organisation s objectives 22.Committee work 23.Involvement in Special projects 24.Organisation external representation

16 What problems do you foresee? Sample competencies from an appraisal system 1. Conduct 13.Planning & organising 2. Initiative 14.Written communication 3. Responsibility 15.Verbal communication 4. Ability to work under 16.Negotiation pressure 17.Supporting other 5. Relations with others departments 6. Relations with external 18.Leadership & Supervision contacts 19.Effective delegation 7. Job competence 20.Staff development 8. Quality of work 21.Commitment to 9. Productivity organisation s objectives 10.Perception & analytical 22.Committee work thinking 23.Involvement in Special 11.Decision making projects 12.Creativity & innovation 24.Organisation external representation

17 1. Track & Measure Competencies

18 How do I track Competencies?

19 Critical Incident Technique An "incident" is best thought as "any observable human activity that is sufficiently complete in itself to permit inferences and predictions to be made about the person performing the act." In order for the incident to be considered "critical," it "must occur in a situation where the purpose or intent of the act seems fairly clear to the observer and where its consequences are sufficiently i definite i to leave little doubt concerning its effects." (Flanagan, 1954)

20 Situation/Task/ Action Result

21 Date 2 Oct Situation /Task Work in marketing for a computer parts LLC Swindon S/TAR Log Action Result Competencies displayed I

22 Date Situation /Task S/TAR Log Action Result Competencies displayed 21 Feb Met with James, one of the fund raising executives to talk about development opportunities. Brought up some ideas regarding opportunities I felt she should try out.eg Market penetration thru sponsorship success stories. Assured her that, it would increase credibility and I was confident of increased donors signing up.i created a brochure and DVD called client conversations James used the ideas and revenue has increased by 18% and the organisation s credibility enhanced. Interestingly, sponsors who were videod d have committed to increase their contributions next year by 15%. Referrals have gone up by almost 10%. I

23 Date Situation /Task S/TAR Log Action Result Competencies displayed August 10 I overheard two colleagues, Roy and Sheila having a heated discussion over use of funds for two important activities My boss was away but I felt that I should take some action to help out. I invited them for lunch to discuss the issue. This calmed things down. I facilitated the pros and cons of the issue during lunch. Roy and Sheila eventually identified how they could share the funds and the resources available. They even helped each other out on the two events and both activities were successful.

24 Date Nov 25 Situation /Task My superior was working on the budget. I had to type it out and format it S/TAR Log Action Result Competencies displayed I noticed that he had miscalculated some of the figures for a special project that was planned. I immediately informed him. Later, he told me that because of my spotting the mistake, we were not only able to save money on that project but also. have more flexibility on the choice of hardware

25 Dates for Dept S/TAR review- Core Value Tracking Fund Raising Oct Nov Dec Human Resources, Admin, IT Finance Blood Donor Recruitment Fund Raising Human Resources, Admin, IT International Service Blood Donor Recruitment t Fund Raising Volunteer Development International Service Blood Donor Recruitment RC Home Volunteer Development International Service First Aid RC Home Volunteer Development eeop et Corporate Communications First Aid RC Home RC Training Centre Corporate Communications First Aid Finance RC Training Centre Corporate Communications Human Resources, Admin, IT Finance RC Training Centre

26 Rating Values/Competencies What to consider? Core Measures 'measuring & managing performance'

27 Rating Competencies/Core Values Exceeds Expectations Performs very well in all key actions with no significant need for development in any key actions Meets Expectations Performs very well in most key actions with minor need for development in one or a few key actions Below Expectations Performs well in some key actions. Needs development tin specific areas

28 Core Values Supporting Rating Data Rating 1 st Quarter 2 nd Quarter 3 rd Quarter 4 th Quarter Above Expectations Meets Expectations $ $ $ $ Below Expectations NB Below Expectations i.e. ie Lack of consistency

29 4. Take Charge of fappraisals Core Measures 'measuring & managing performance'

30 Typical Issues Manager led Appraisals One-Sided Data Collection Fear Core Measures 'measuring & managing performance'

31 Having an Appraisal with your Boss Preparation Review your performance plan Remember key relationship skills Plan your agenda Review KRAs Review objectives, KRAs tracking objectives, sources tracking sources Go through Go each through area, highlight each area, + and highlight + and Provide examples Provide of examples STARS for ofstars each competency foreachcompetency competency Consider issues to discuss Consider issues to discuss Be prepared for min. 1 hour Switch off hand phone Core Measures 'measuring & managing performance'

32 Appraisal Steps Open the discussion Clarify roles, expectations Discuss each KPI, competency Gainagreement agreement on ratings Summarise key points Core Measures 'measuring & managing performance'

33 5. Link Behaviour to Recognition and Reward Core Measures 'measuring & managing performance'

34 Performance Plan KRA KPI Target Date Tracking Corporate Strategy Core Strategy realisation >90 95% Dec Strategy report Division Strategy Divisional Strategy realisation >90 95% Dec Strategy report Competencies Action KPI Link Date Tracking Service Focus on client follow up Sales Target Dec Personal 3 rd Party Can Do Spirit Log examples ofself Division KPIs Dec Personal starting behaviour 3 rd Party Teamwork Track personal involvement Team KPIs Dec Personal and value Values 3 rd Party Rating System : Outputs are equal

35 Cultural Development Process Present behavioural S/TARs quarterly/ and at appraisal Select high achievers Annual awards ceremony Create a brochure with names, photographs, and achievements Have pictures of outstanding employees grace the foyer for twelve months Have winners receive appropriate financial/non financial rewards Core Measures 'measuring & managing performance'

36 Tips for an Employee Centric Approach to PM 1. Create ownership for performance management 2. Support and develop culture change 3. Track and measure competencies 4. Take charge of appraisals 5. Link behaviour to recognition and reward Core Measures 'measuring & managing performance'

37 What questions do you have?

38 Improving Performance Management

39 What questions do you have

40 Core Measures Performance Management Services Facilitate Strategic Focus Audit and Assessment of Your Performance System Design theperformance Management System Conduct Performance Management Training Performance Management Administrator Training Instructor Certification Performance Management Policy Manual Performance Management Communicate a new Performance Strategy

41 Core Measures Talent Management Services Organisational Change Strategic Focus Culture Change Employee Engagement Managing Talent Hi Potential Assessment Leadership Profiling Career Development Employee Profiling Competency Framework Selecting Employees Psychometric Testing Driving Performance Performance Management Performance Coaching Performance Appraisal

42 Contact Core Measures to arrange FREE no obligation l i consultation for help with HR system design, training and presentations Tel: York cmills@coremeasures.org