Performance Management #CIPDPM17

Transcription

1 Performance Management #CIPDPM17

2 Redesigning a Performance Management System that is Aligned with your Organisation s Objectives Bob Blenkinsop, Director, Infinitive Perspective Sean McIlveen, Director, Infinitive Perspective Laura Chadwick, Coach and Consultant, Infinitive #CIPDPM17

3 Redesigning a Performance Management System that is Aligned with your Organisation s Objectives Bob Blenkinsop, Sean McIlveen, Laura Chadwick 3

4 Redesigning your performance management system where to start? FROM TO To rate or not to rate What will enable high performance? How to manage and sustain changes? How often? What technology? Link to reward? 4

5 Don t worry you re among friends. 79% of executives say change is high priority 89% reviewing or changing Performance Management Systems 90% of those that have changed reporting improved engagement 5

6 Questions for today What drives high performance? Does our people system enable high performance? What changes could help improve our performance? How could I help make and sustain the change? 6

7 Agenda 9.30 Introduction What is high performance and where does it come from? How effectively does your people system drive high performance? Break How effectively does your people system drive high performance?(cont.) Performance management where next? Lunch What elements of my current performance management system should I change? Managing the change who are my key stakeholders? Break Managing the change what s my elevator speech? Closing comments Close 7

8 Don t forget it s your workshop Be here Be curious Be safe 8

9 HIGH PERFORMANCE WHAT IS IT AND WHERE DOES IT COME FROM? 9

10 What does high performance look like? 10

11 ACTIVITY SHARE WITH SOMEBODY ELSE AT YOUR TABLE WHY YOUR PICTURE REPRESENTS HIGH PERFORMANCE TO YOU. WHEN YOU HAVE BOTH SHARED ROTATE TO SHARE WITH OTHERS FROM YOUR TABLE TIME FOR ACTIVITY 10 MINUTES 11

12 ACTIVITY WHAT ARE COMMON CHARACTERISTICS OF HIGH PERFORMING TEAMS? TIME FOR ACTIVITY 15 MINUTE DISCUSSION 90 SECOND REPORT OUT FROM 3 4 TABLES 12

13 WHAT DRIVES HIGH PERFORMANCE? HOW EFFECTIVELY IS YOUR PEOPLE SYSTEM INSPIRING HIGH PERFORMANCE? 13

14 The People System Great Leadership Customer Innovation Best People Enabling Culture Right Skills Deployed Recognising Performance Aligned Organisation 14

15 An Employee s perspective of how their contribution is valued is a lens through which they view their world 15

16 Source: Bain & Co. in HBR December,

17 What do your employees see? Great Leadership Do Leaders inspire high performance through their behaviour? Do Leaders help convey common purpose and enable alignment through shared goals? Do Leaders coach for performance encouraging & seeking regular 2 way feedback? Do Leaders act to remove obstacles that get in the way of high performance? Do Leaders ensure a safe and inclusive working environment? Best People Do your hiring processes seek to attract the best people? Are those involved in internal/external selection trained and using robust tools? Are your selection and talent processes inclusive and enabling progression for all? Do Leaders prioritize investment and participation in training? Do people stay for the right reasons? Recognising Performance Do employees receive regular feedback on their performance? Are managers trained to provide high quality feedback to employees? Do employees routinely seek feedback, and act on it? Do your reward processes fairly recognise high performance? Do your leaders routinely thank employees for doing a good job? 17

18 What do your employees see? Aligned Organisation Is your organisation and its resources focussed on what your customers value? Do cross functional teams routinely work to resolve issues across the organisation? Do leaders act in the broader interest, rather than that of their own department? Are decision rights clear and are employees empowered to make decisions? Right Skills Deployed Do employees have development plans that are live and acted upon? Do you have flexibility to deploy the right skills to the right place when needed? Do your employees have access to re training opportunities where needed? Do your processes, procedures and policies enable the right skills to be deployed? Customer Innovation Do employees have a clear line of sight to the customer? Do employees understand what the customer values & can they make a difference? Are employees engaged in continuous improvement? Is your organisation agile and able to respond to changes in customer needs? 18

19 The People System Great Leadership IS COMMUNICATION TWO WAY & FREQUENT? IS IT SAFE TO SPEAK UP? ARE PEOPLE EMPOWERED TO MAKE CHANGES TO THE WAY THEY DO THEIR JOB? IS DIVERSITY VALUED? Customer Innovation Right Skills Deployed Enabling Culture Best People Recognising Performance DO SENIOR LEADERS ENCOURAGE CHALLENGE? ARE MISTAKES TREATED AS LEARNING OPPORTUNITIES? ARE PEOPLE PASSIONATE ABOUT HELPING THE ORGANISATION ACHIEVE ITS OBJECTIVES? Aligned Organisation DO ISSUES GET RESOLVED QUICKLY? 19

20 How effectively does your people system enable your organisation to achieve it s objectives? 1 Consistently weak practice, impacting performance and business risk 2 3 Significant areas of weak practice, negatively impacting performance 4 5 Generally good practice, but not consistent or aligned across organisation 6 7 Good & consistent practice enabling strong performance 8 9 Outstanding Best in Class practice, driving sustained superior performance Great Leadership Best People Recognising Performance Aligned Organisation Right Skills Deployed Customer Innovation Enabling Culture 20

21 ACTIVITY HOW EFFECTIVE IS YOUR PEOPLE SYSTEM IN ENABLING YOUR ORGANISATION TO ACHIEVE ITS OBJECTIVES? TAKE 20 MINUTES TO RATE YOUR ORGANISATION AGAINST THE SCALE IN YOUR WORKBOOK BEFORE THE BREAK PLEASE RECORD YOUR RATING BY PLACING A RATING ON THE MASTER SHEET 21

22 BREAK 22

23 ACTIVITY HOW EFFECTIVE IS YOUR PEOPLE SYSTEM IN ENABLING YOUR ORGANISATION TO ACHIEVE ITS OBJECTIVES? IN PAIRS SPEND MINUTES EXPLAINING YOUR RATINGS ROLE OF PARTNER IS TO HELP EXPLORE THE FACTORS BEHIND YOUR RATINGS & ALSO SHARE INSIGHT FROM THEIR OWN EXPERIENCE 23

24 EXAMPLE ENABLING CULTURE OUR PEOPLE DON T FEEL EMPOWERED WHY IS THAT? DOES IT REFLECT THE STRUCTURE OF THE ORGANISATION? DO THE ORGANISATIONAL SPANS & LAYERS SUPPORT EMPOWERMENT? ARE RESPONSIBILITIES CLEAR? IS THEIR SUPERVISOR AUTHORISED TO ACT? DOES IT REFLECT THE POLICIES & PROCEDURES? DO FORMAL LEVELS OF APPROVAL PRECLUDE IT? IS PROCESS OWNERSHIP UNCLEAR OR SPLIT ACROSS SEVERAL DEPARTMENTS? IS IT A TRAINING MATTER? ARE LEADERS ROUTINELY INVOLVED IN DECISION MAKING AT ALL LEVELS? ARE NEW IDEAS SOUGHT FROM ALL LEVELS? IS CHALLENGE VALUED? IS THERE A BLAME CULTURE? 24

25 Systemic Leadership Great Leadership Customer Innovation Best People Enabling Culture Right Skills Deployed Recognising Performance Aligned Organisation 25

26 PERFORMANCE MANAGEMENT WHERE NEXT? 26

27 A brief history of performance management 220 AD 2017 & BEYOND? 27

28 WHERE NEXT? SIMPLE DEVELOPMENTAL MOTIVATIONAL FREQUENT FAIR RELATIONSHIP TO REWARD? CLEAR PURPOSE 28

29 LUNCH 29

30 ACTIVITY WHAT ELEMENTS OF OUR PERFORMANCE MANAGEMENT SYSTEM MIGHT WE NEED TO STOP, START, KEEP, OR TWEAK? THINK ABOUT: THE OBJECTIVES OF YOUR ORGANISATION THE CHARACTERISTICS OF HIGH PERFORMANCE IS YOUR CURRENT SYSTEM INSPIRING, SATISFYING, OR DISATISFYING YOUR EMPLOYEES? USING THE PROFORMA IN YOUR WORKBOOK 15 MINUTES ON OWN THEN SHARE IN GROUPS OF THREE (10 MINUTES EACH) 30

31 MANAGING THE CHANGE WHO NEEDS TO BE ON BOARD? 31

32 Managing Change It s not an HR issue pay close attention to stakeholders and build a strong guiding coalition. Performance Management impacts everyone Understand the barriers to change.and do not underestimate HR influence by driving systemic thinking 32

33 Manage your Stakeholder Mapping Everyone is impacted High Influential Distracter Influential Supporter Power to influence it s outcome Passive Opponent Supporter Low Low Level of support for your change High 33

34 ACTIVITY TAKE 10 MINUTES TO IDENTIFY WHO WILL BE KEY STAKEHOLDERS IN INFLUENCING THE SUCCESSFUL DEPLOYMENT OF CHANGES TO YOUR PERFORMANCE MANAGEMENT SYSTEM PRO FORMA IN YOUR WORKBOOK 34

35 BREAK 35

36 Your Elevator Pitch You get into the lift with the CEO and she asks: What should we do with our performance management system? 36

37 ACTIVITY TAKE 15 MINUTES TO CONSIDER YOUR ELEVATOR PITCH AND WRITE IT DOWN THE SPEECH SHOULD TAKE NO MORE THAN 30 SECONDS THEN PRACTICE YOUR PITCH WITH A DIFFERENT PARTNER FEEDBACK & REFINE (15 MINUTES) THEN ALL PITCH TO YOUR TABLE (10 15 MINUTES) 37

38 Elevator Pitch Remember you only have 30 seconds! Effective Vision Desirable appeals to LT interests of stakeholders Imaginable Conveys a picture of what the future will look like Feasible realistic and feasible goals Focused Clear enough to guide decision making Flexible allow individual initiative and alternatives responses to changing context Communicable Can be explained quickly Stakeholders Compelling? Emotionally appealing/resonates Simple jargon free Metaphor, analogy Can be used through different channels Adapted from Leading Change, John P Kotter (1996) 38

39 Managing Change some final thoughts It s not an HR issue pay close attention to stakeholders and build a strong guiding coalition. Performance Management impacts everyone Understand the barriers to change.and do not underestimate HR influence by driving systemic thinking 39

40 Enabling change Barriers to Empowerment Formal Structure makes it difficult to Act Bosses discourage actions aimed at implementing the new vision Employees understand the Vision and want to make it a reality, but are BOXED IN A lack of needed skills undermines action Personnel and information systems make it difficult to act Leading Change, John P Kotter (1996) 40

41 Managing Change some final thoughts It s not an HR issue pay close attention to stakeholders and build a strong guiding coalition. Performance Management impacts everyone Understand the barriers to change.and do not underestimate HR influence by challenging systemic thinking 41

42 Managing Change apply structure & challenge for systemic thinking Linear Process Systemic Networked Dual Source: Leading Change, John P Kotter (1996) and Accelerating Change, John P Kotter, HBR, November 2012 Work in to your plan. And consider implications for you as an HR leader 42

43 THANK YOU & GOOD LUCK! perspective.com perspective.com COPYRIGHT INFINITE PERSPECTIVE CONSULTING LTD

44 Back Up/Workbook Content 44

45 What do your employees see? Notes: Score Great Leadership Do Leaders inspire high performance through their behaviour? Do Leaders help convey common purpose and enable alignment through shared goals? Do Leaders coach for performance encouraging & seeking regular 2 way feedback? Do Leaders act to remove obstacles that get in the way of highperformance? Do Leaders ensure a safe and inclusive working environment? Best People Do your hiring processes seek to attract the best people? Are those involved in internal/external selection trained and using robust tools? Are your selection and talent processes inclusive and enabling progression for all? Do Leaders prioritize investment and participation in training? Do people stay for the right reasons? Recognising Performance Do employees receive regular feedback on their performance? Are managers trained to provide high quality feedback to employees? Do employees routinely seek feedback, and act on it? Do your reward processes fairly recognise high performance? Do your leaders routinely thank employees for doing a good job? 45

46 What do your employees see? Notes: Score Aligned Organisation Is your organisation and its resources focussed on what your customers value? Do cross functional teams routinely work to resolve issues across the organisation? Do leaders act in the broader interest, rather than that of their own department? Are decision rights clear and are employees empowered to make decisions? Right Skills Deployed Do employees have development plans that are live and acted upon? Do you have flexibility to deploy the right skills to the right place when needed? Do your employees have access to re training opportunities where needed? Do your processes, procedures and policies enable the right skills to be deployed? Customer Innovation Do employees have a clear line of sight to the customer? Do employees understand what the customer values & can they make a difference? Are employees engaged in continuous improvement? Is your organisation agile and able to respond to changes in customer needs? 46

47 What do your employees see? ENABLING CULTURE Customer Innovation Great Leadership Best People Is communication two way & frequent? Do senior leaders encourage challenge? Are first line supervisors empowered to make decisions? Are mistakes treated as learning opportunities? Is it safe to speak up? Is diversity valued? Are people empowered to make changes to the way they do their job? Are people passionate about helping the organisation achieve it s objectives? Enabling Culture Right Skills Deployed Recognising Performance NOTES SCORE Aligned Organisation 47

48 Elevator Pitch Remember you only have 30 seconds! Effective Vision Desirable appeals to LT interests of stakeholders Imaginable Conveys a picture of what the future will look like Feasible realistic and feasible goals Focused Clear enough to guide decision making Flexible allow individual initiative and alternatives responses to changing context Communicable Can be explained quickly Stakeholders Compelling? Emotionally appealing/resonates Simple jargon free Metaphor, analogy Can be used through different channels Adapted from Leading Change, John P Kotter (1996) 48

49 Stakeholder Mapping Questions to consider Notes: Who is involved or affected? You don t necessarily choose your stakeholders. What influence does each stakeholder have? Do any stakeholders influence each other? Who are the opinion formers? How much support does each stakeholder have for what you are trying to achieve? Do you understand their concerns issues/ priorities/passions Hot buttons? What are the reasons for any resistance? How do you persuade those with influence to be more supportive? (overcoming resistance) What s the best way of managing stakeholders, how often and who talks to who? Can you engage supporters to leverage their influence? How do you monitor the passive, non supporters? Stakeholders 49

50 Manage your Stakeholder Mapping Everyone is impacted High Influential Distracter Influential Supporter Power to influence it s outcome Passive Opponent Supporter Low Low Level of support for your change High 50

51 Stakeholder Management worksheet Name (initials) Level of Support 1 low 5 high Level of Influence 1 low 5 high Likely Interests /Key Issues Plan: Contain/ Shift Engagement Method Frequency 51