Performance Management

Transcription

1 Performance Management

2 Objectives Provide information on: 2013 performance management process Goal setting, alignment and competencies New Ratings Next Steps 2

3 Performance Management Goals Aligning our work with business goals Fairly evaluating your contributions and the way you achieve them Tying business performance to our individual and collective rewards Recognizing exceptional performance with greater rewards 3

4 Performance Management Journey Year End Review - formal feedback Measurement Assessment Calibration Plan Goal Setting Alignment Competencies Drafting Conversations Dev Plans Assess Discuss Ongoing informal feedback Tracking Adjustment Mid Year Review - formal feedback Adjustment Cornerstone rollout Review 4

5 GOAL ALIGNMENT 5

6 Goal Alignment: Why Align? There is great power in pulling in the same direction. We have a clear business strategy and goal alignment enables us to move quickly from strategy planning to execution. By ensuring that you understand what Cablevision and your department are trying to achieve and how your performance contributes to our mission, we can focus our efforts on the most important goals. 6

7 Goal Alignment: Benefits Continuous process of tying organizational, department, and individual goals to Cablevision s objectives helps make them happen Creates ownership in Cablevision s success, resulting in more engaged employees and increased retention Increases motivation because there s a clear sense of how our work matters to the success of the organization 7

8 Goal Alignment: Cascading Goals Executive Goals Cablevision Goals Business Unit Goals HR Goals / News 12 Goals / Field Ops Goals Department Goals Training Goals / News Production / RCC Goals Function Goals Sally s Goals / Joe s Goals Individual Goals 8

9 Goal Alignment: Cablevision 2013 Goals Cablevision has focused on 3 areas that will make a difference in our success in 2013: Improve Customer Relationships by Significantly Reducing Issues that Cause Frustration, Impact a Quality Experience and Generate Trouble Calls Improve Service Efficiency by Reducing Unnecessary Truck Rolls Improve Data, Process and Accountability Throughout the Organization 9

10 Goal Alignment: How to Align Understand Cablevision goals Think about your area s goals and how they link to overall company goals Focus on themes: Improving customer relationships Improving efficiency Improving processes Driven by conversations up and down the hierarchy 10

11 SETTING SIMPLE GOALS 11

12 Setting SIMple Goals: Specific, Important, Measurable Specific: Clear, precise, defined; specific goals describe: What is expected Why is it important 12

13 Setting SIMple Goals: Specific, Important, Measurable Important - a limited number of goals that reflect the priorities and challenges for Cablevision and you. Vital Few: not more than 3-5 Some will be aligned with company-wide and departmental goals Others may reflect results that are specifically linked to your role Different from job responsibilities and day to day activities 13

14 Setting SIMple Goals: Specific, Important, Measurable Measurable: concrete criteria for measuring progress toward the attainment of the goal. How much and how many? Quality levels? Timeline for goal achievement, target dates? Sales, profitability or cost factors? Measures are dependent upon your job or department 14

15 Setting SIMple Goals: Goal Alignment Example Strategic Planning Improve Data, Process, and Accountability Throughout the Organization Inform and drive our competitive strategy through business intelligence, analytics and research in order to accelerate our customer growth by year end 2013 Define a more impactful approach to sharing research that will resonate with the business by June Expand utilization of customer insights into customer services, operation by September 2013 to embed prioritization of customer loyalty and retention.

16 Setting SIMple Goals: Goal Alignment Example Video Product Improve customer relationships by significantly reducing issues that cause frustration, impact a quality experience and generate trouble calls Deepen customer and employee education and awareness throughout 2013 Define a video product roadmap by 2 nd Q 2013 and actively support/foster the organization s awareness, understanding, and execution of the roadmap. Develop a process to create situational awareness of competitive threats and opportunities across Cablevision by year end Develop and implement a plan by April 2013 to deepen cross-functional communications and relationships with strategy and product development

17 COMPETENCIES 17

18 Competencies A competency is a measurable characteristic related to success at work Behavioral skills Technical skills Attitudes (ex., optimism) Observable and measurable characteristics Provide a clear and consistent way of communicating expectations Reflect the aspired culture (what we want to be) 18

19 Foundational Competencies Customer Focus - Is dedicated to meeting the expectations and requirements of internal and external customers; acts with customers in mind Integrity and Trust - The definition is widely used to define a person with integrity and trust as a direct, truthful person; who keeps confidences and admits mistakes Ethics and Values - Adheres to Cablevision core values and beliefs during good and bad times; acts in line with those values 19

20 Core Competencies Employees will select 1-2 with their managers that support goals Collaboration/Building Peer Relationships Being an Effective Team Member Results-Based Process Management Managerial Courage* Motivating Others* Communicating Vision and Purpose* * Relevant to managers and team competencies 20

21 Core Competencies Definitions Collaboration/Building Peer Relationships - cooperative team player; easily gains trust and support of peers; encourages collaboration & teamwork to support common goals. Being an Effective Team Member - creates strong morale and spirit in his/her team; creates a feeling of belonging; aligns the team toward common goals. 21

22 Core Competencies Definitions Results-Based Process Management - Consistently pushes self & others for results; counted on to exceed goals successfully; knows how to organize people & activities; understands how to separate and combine tasks into efficient workflow; can simplify complex processes. Managerial Courage - Doesn t hold back anything that needs to be said; provides current, direct, complete and actionable feedback, both positive and critical, to others. 22

23 Core Competencies Definitions Motivating Others - creates a climate where people want to do their best; empowers others; invites input and shares ownership and visibility; can motivate direct reports, team, or project members. Communicating Vision and Purpose - communicates a compelling & inspired vision and sense of core purpose; makes the vision clear to all; inspires and motivates entire units or organizations. 23

24 RATINGS 24

25 Performance Ratings Requires Improvement Valuable Contribution Strong Performance Outstanding Impact Developing Performance* * Developing Performance is designated for someone who has been in their role less than three months 25

26 Weighting Elements Goals (3-5 goals, linked to business goals and individual job priorities) Weighting 60% Competencies (Maximum of 5 competencies, 3 foundational and 2 relevant to goal achievement) 40% 26

27 Ratings Definitions: Requires Improvement Goals have not been achieved to expected level Planned results have not been achieved Deadlines may have been missed Established measures were not met Quality problems with delivery Competencies are not being demonstrated at the expected level Specified competencies have not been consistently implemented in the course of pursuing objectives Behaviors related to competencies have been problematic Attitudes are not reflective of the culture 27

28 Ratings Definitions: Valuable Contribution Goals have been achieved as agreed with your manager: Standards have been met and measures achieved Timely completion Results achieved reflect expectations Expectations about results may have been exceeded in some cases Competencies have been demonstrated as agreed with your manager: Demonstrated behaviors needed to achieve goals Demonstrated some competencies at exceptional levels 28

29 Ratings Definitions: Strong Performance Results achieved for the majority of goals exceeded expectations & performance measures Results have impact on Cablevision s results Performance against goals in the top group of peers Competencies were demonstrated at or significantly above expected levels Performance was delivered at an exceptional level Could be role model/mentor for these competencies and/or performance was delivered at an expected level and contributed to exceptional performance against goals 29

30 Ratings Definitions: Outstanding Impact Achievements linked to overall company goals with significant impact on overall company performance and business unit results in 2013 Majority of goals exceeded expectations & measures Performance was in the top group of peer performers Employees nominated for this rating will be calibrated against the other nominees in a company-wide session Competencies were demonstrated at or significantly above expected levels Performance was delivered at an exceptional level Could be role model/mentor for these competencies and/or performance delivered at an expected level and contributed to exceptional performance against goals 30

31 Ratings Definitions: Developing Performance This designation will be for employees who have been in a role 3 months or less at evaluation time. Goals may not have been fully delivered, given short tenure in the role The employee may also be learning competencies that have an impact on their goals and as such, are not in a position to be appropriately reviewed 31

32 Immediate Next Steps Set goals in Agility Align goals to overall company / department goals Select competencies that support how the goal is accomplished Prepare for Mid-Year review 32