Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data Stacia Sherman Garr Vice President, Bersin by

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1 Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data Stacia Sherman Garr Vice President, Bersin by Deloitte, Deloitte Consulting LLP September 22, 2016

2 Agenda Performance Management in Context Presentation: How Cisco is Activating Team Excellence with Data Q&A Copyright 2016 Deloitte Development LLC. All rights reserved. Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data 2

3 Continuous Performance Management as Engagement Driver Always-on Simpler Cultural Engagement Iterative Design Source: High-Impact Talent Management research Bersin by Deloitte / Stacia Sherman Garr, Copyright 2016 Deloitte Development LLC. All rights reserved. Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data 3

4 Bersin s Performance Management Framework Source: The Performance Management Framework Bersin & Associates / Stacia Sherman Garr, B e r s i n b y D e l o i t t e Organization & Governance HR Structures & Roles Governance Communication Tools & Resources Goal-Setting & Revising Executive Goal-Setting Goal Cascading & Alignment Employee Goal-Setting Goal Revision Performance Management (PM) Strategy Purpose of PM PM Philosophy PM Alignment to Strategy & Culture Level of Senior Leader Ownership PM Sustainability Talent Management Integration Audience Executives Managers Professionals Hourly Organized Labor Contingent Critical Talent Segments Ongoing Performance Activities Managing & Coaching Work Plans Management Responsibilities Feedback Coaching Development Planning Individual Development Plans Development Opportunities Career Management Performance Appraisal HOW: Quarterly, Semiannual and/or Annual Reviews Multirater Feedback Self-Assessments Manager Assessments Distributions & Rankings Performance Calibration Performance Improvement Plans Performance Management Outcomes Rewarding & Recognizing Compensation Reviews Financial Rewards Nonfinancial Rewards Recognition Strategies & Programs WHAT: Competencies/Behaviors Goals Job Responsibilities Capabilities Promotion Readiness Empowered and Engaged Workforce Focus on Driving Business Results Foundational Knowledge of Talent Copyright 2016 Deloitte Development LLC. All rights reserved. Innovating Performance Management Series Part 1: How Cisco is Activating Team Excellence with Data 4 PM System Talent Management System Integration Knowledge -Sharing & Collaboration Metrics & Analysis Technology & Infrastructure

5 Ashley Goodall SVP, Leadership and Team Scott Herpolsheimer Dir, Leadership and Team

6 Three Stable States for Performance Management Traditional We know what to expect We don t like it very much None at all No labels, stopped the stuff that doesn t add value No replacement to help people Designed for a new purpose Explicit focus on driving performance Have to re-examine our core beliefs

7 Business Strategy People Strategy We create a great customer experience through our teams; And we create a great people experience in our teams.

8 1 Find the teams How do we make more teams like our best teams?

9 Traditional Teaming Dynamic Teaming Team A Team B Team D Team E Team C Team F

10 Team Space Visualizer Prototype Crafted with by the LTI Digitalization Team Labs

11 1 Find the teams 2 Understand team excellence How do we make more teams like our best teams?

12 Understanding Team Excellence at Cisco 3 BEST > REST by BEST > REST by BEST > REST by 0.14 I am really enthusiastic about the mission of my company. (Purpose) At work, I clearly understand what is expected of me.* (Alignment) In my team, I am surrounded by people who share my values.* (Shared understanding of excellence) I have a chance to use my strengths everyday at work.* (Best of me now) My teammates have my back.* (Safety & Trust) I know I will be recognized for excellent work.* (Attention to me) I have great confidence in my company s future. (Comms & Leader Confidence) In my work, I am always challenged to grow.* (Best of me in the future) Study (N=815) Control (N=2,139)

13 1 Find the teams 2 Understand team excellence How do we make more teams like our best teams? 3 Amplify!

14 Understand and share my strengths STANDOUT ASSESSMENT Serve our Teams and Team Leaders by supporting their performance, and by delivering real-time intelligence to them. A space for what matters to a team, and how we work at our best to win together. Find the Teams Share the best of me with my team and team leader MY TEAMS MY SNAPSHOT Conversations about making your strengths visible through your work WEEKLY CHECK IN How our team is doing, how like the best teams are we ENGAGEMENT PULSE My Team Team Leader input into talentrelated decisions PERFORMANCE SNAPSHOT

15 Rituals of Team Excellence

16 Serve our Teams and Team Leaders by supporting their performance, and by delivering real-time intelligence to them. A space for what matters to a team, and how we work at our best to win together.

17 WEEKLY CHECK IN Conversations about making your strengths visible through your work

18 WEEKLY CHECK IN Conversations about making your strengths visible through your work

19 ENGAGEMENT PULSE How our team is doing. How similar to the best teams are we?

20 PERFORMANCE SNAPSHOT Team Leader input into talent-related decisions

21 EMPLOYEE ENGAGEMENT What Happens When we Pay Attention to Our People? Q1 Mission Q2 Expectations Q3 Values Q4 Strengths Q5 Teammates Q6 Recognized Q7 Confidence Q8 Grow No Activity Employee Submits Check-In Leader views Check-In Leader has conversation with Employee

22 FY16/17 Team Space Roadmap Aug Dec 2015 Jan May 2016 June Sep 2016 Oct Jan 2017

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24 About Deloitte As used in this document, Deloitte means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. Copyright 2016 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu Limited