Rate Wine, Not People Performance Management LWHRA 2017 Symposium February 14, 2017

Transcription

1 Rate Wine, Not People Performance Management 2016 LWHRA 2017 Symposium February 14, 2017

2 AGENDA Introductions Ste. Michelle Wine Estates Symetra Financial Panel Discussion & Audience Conversation

3 Driving Performance Through Coaching Kim Weed Manager of OD and Compliance 3 l SMWE l HR l Draft l Confidential

4 Why Change? Desire to focus on performance, not ratings & paperwork Encourage a partnership between managers and employees Align running the business with productive real-time conversations Drive behavior that reinforces the SMWE culture What s Changing? No Ratings No Forced Distribution No Forms Sent to HR Future-Focused Performance Coaching More Time for Development Discussions What s NOT Changing? Game Plan / Goal Setting Feedback 1:1 s Leadership Model Pay for Performance Philosophy 2 l SMWE l HR Draft l Confidential

5 Performance Management Aligned with SMWE Culture SMWE Expects Everyone To Add Business Value Communicate Effectively Accomplish As a Team Drive Innovation Run Lean Action by Analytical Problem-Solving and Decision-Making Exhibit Business Acumen Be Creative Concise Written and Effective Spoken Communication Listen Influence Engage in Productive Conversations Maintain High Trust Build and Maintain High-Performing Teams Work Effectively with Superiors and Peers Cross-Functional Collaboration Embrace and Champion Change 5 l SMWE l HR Draft l Confidential

6 Performance Management Through Coaching Employee Needs Manager Responsibilities Progressive Performance Management Every employee is unique and has unique needs Each individual has different drivers, motivators, values, needs, desires and visions Want guidance on how to grow their career OR content where they are Individual contributor Provide direction and allocate resources Follow policies and procedures Give feedback to each employee Provide training Provide managers with a process to understand coaching actions for the issues at hand Train managers on authentic, productive conversations Equip managers with a framework and guidelines and let them practice 6 l SMWE l HR Draft l Confidential

7 CONVERSATION GUIDE 7 l SMWE l HR Draft l Confidential

8 CONVERSATION GUIDE Based on String of Pearls Philosophy 8 l SMWE l HR Draft l Confidential

9 CONVERSATION GUIDE Based on String of Pearls Philosophy 9 l SMWE l HR Draft l Confidential

10 CONVERSATION GUIDE Based on String of Pearls Philosophy 10 l SMWE l HR Draft l Confidential

11 CONVERSATION GUIDE Based on String of Pearls Philosophy 11 l SMWE l HR Draft l Confidential

12 CONVERSATION GUIDE Based on String of Pearls Philosophy Pay for Performance 12 l SMWE l HR Draft l Confidential

13 CONVERSATION GUIDE Based on String of Pearls Philosophy Pay for Performance 13 l SMWE l HR Draft l Confidential

14 Helping Others Succeed A Manager s Guide to Coaching 1 2 CORNERSTONE CONVERSATION CLEAR CONVERSATIONS Dialogue with employee to help build a strong foundation on which to base your coaching 360 Feedback Tool that produces a Coaching Profile for each employee that identifies the specific actions that are important to the employee Framework that provides 5 clear stages to the process of coaching and allows for focused, appropriate conversations 14 l SMWE l HR Draft l Confidential

15 Agile Performance at Symetra

16 Symetra Traditional Performance Management January Goal Setting July Mid-Year Review December Final Review Calibration sessions of like positions One overall performance rating for goal achievement and Core Values 4 point scale DN Meet, Partially Meets, Meets, Exceeds 76% of population is in Meets Merit tied 100% to overall rating, 3% Merit Budget Bonus tied 50% to company results, 50% to overall rating Guidelines provided, but anything goes as long as budget is met 16

17 Performance at Symetra the journey The pace of business today does not align with the performance management processes that are in place today Moving to a coaching culture, providing real-time feedback Retention & Engagement Multi-Generational expectations our workforce is split 3/3/3 Started with shift from core competencies to Core Values ENGAGE / COACH / DEVELOP / SUPPORT / HOLD ACCOUNTABLE We strengthen the skills of our team members. We remove obstacles, open pathways and build trust. We are active coaches who understand individual strengths and identify areas for development. We seek to inspire and engage each team member. We hold each person accountable for results. We differentiate individuals contributions and can describe the difference between good and great. We say what needs to be said, with respect. We are fiscally responsible and good stewards of our talent.

18 Rating Performance Performance Goals Individual Goals Approx 3-5 Goals Aligned to the Swift Goals Core Values Individual Contributor 5 Core Values Manager Core Value Overall Rating Exceeds Expectations Meets Expectations Partially Meets Expectations Does Not Meet Expectations 18

19 Our elevator pitch We re moving to a real-time feedback model to accelerate performance contribution We will be forward-looking rather than only focused on the past This approach will give our managers greater flexibility in applying rewards Organizationally, we will put our energy into harnessing our talent daily to better fit the pace of our business today and in the future

20 The Future Agile Performance Tamra Chandler s Three Common Goals Develop People Drive Organizational Performance Reward Equitably Will not be one-size fits all Will include Goal Setting/Metrics Reporting/Ongoing feedback tools that include an app option Will shift compensation philosophy from pay for performance to pay for capabilities and reward contributions

21 Panel Discussion

22 Coaching is helping another person achieve his or her goals build skill sets or expertise produce the results the organization needs. Coaching is not telling someone what to do. It is not stepping in to actually do the work. Coaching is also not restricted to formal or scheduled discussions.

23 The Conundrum in a Nutshell Managers love to coach and see the payoff Employees like to be coached and see the payoff Organizations expect managers to coach Organizations invest in skills, processes, models Employees want to be stretched and help in finding their own answers but Managers struggle to find the time Half don t receive coaching currently Few hold managers accountable or reward it Employees & managers value trusting, supportive relationships Managers worry they don t have all the answers

24 Tackle Business Problems with Coaching Initiatives Don t just tell managers to coach. Give your managers a reason to coach: Cultural change Innovation Increased engagement or retention A new business strategy Leadership bench strength

25 Build Belief & Backbone into Your Culture Change your talk. Set the right expectations. Involve the coachees as well as the coaches Build accountability and rewards.

26 What other questions do you have?

27 Theresa Kinney gpstrategies.com 2014 GP Strategies Corporation. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, PerformTech, Future Perfect, Smallpeice Enterprises, Prospero Learning Solutions, Lorien Engineering Solutions, GPiLEARN, GPCALCS, GPSteam, EtaPRO, and VirtualPlant are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation