High-Impact Performance Management

Transcription

1 High-Impact Performance Management Maximizing Performance Coaching Stacia Sherman Garr, Senior Analyst November 2011 BERSIN & ASSOCIATES INDUSTRY STUDY V.1.0

2 High-Impact Performance Management 3 TABLE OF CONTENTS Introduction 5 Top Findings 7 1. Managers Inability to Coach Is the Most 7 Severe Performance Management Challenge Organizations Face. 2. Despite Impact of Senior Leader Coaching, 7 Most Fail to Focus on It Frequently. 4. Coaching Can Be Taught Organizations That Coach Well Have Lower 8 Cost Structures. 6. Three Coaching Behaviors Are More Critical 8 Than the Rest. 7. Follow-up on Coaching Interactions Is Important 8 to Productivity and Developing Great Leaders. A Brief Note on Methodology 9 The State of Performance Management Today 11 What Is Performance Management? 11 Defining Coaching for This Study 13 The Challenge: What Is Not Working with 17 Performance Management? The Business Case for Coaching 19 The Rising Popularity of Coaching and Development 25 Creating a High-Impact Performance 29 Coaching Culture Role of Senior Leaders 30 Role of Managers 40 Role of HR 49 Final Thoughts 68 Bersin & Associates November 2011 Not for Distribution Licensed Material

3 High-Impact Performance Management 4 Appendix I: Study Participants 70 Detailed Demographics: Survey A 70 Detailed Demographics: Survey B 74 Appendix II: Study Methodology 78 Outcome Variables 78 Predictor Variables 80 Survey A 80 Survey B 81 Qualitative Analysis 83 Appendix III: Additional Data 85 Coaching Preparation and All Outcome Variables 85 Coaching Behaviors and All Outcome Variables 86 Relationship between Ongoing Coaching Support 87 and All Outcome Variables Appendix IV: Sample Coaching Models 90 Appendix V: Glossary of Terms 93 Appendix VI: Table of Figures 98 About Us 101 About This Research 101 Bersin & Associates November 2011 Not for Distribution Licensed Material

4 High-Impact Performance Management Improving Development Planning Stacia Sherman Garr, Senior Analyst February 2012 BERSIN & ASSOCIATES INDUSTRY STUDY V.1.0

5 High-Impact Performance Management: Development Planning 3 TABLE OF CONTENTS Introduction 5 Key Findings 7 1. Organizations with Highly Effective Development 7 Plans Have Twice the Median Revenue per Employee. 2. Development Plans Are More Important Now Than Ever Four Challenges Prevent Many Organizations from 7 Having Highly Effective Development plans. 4. Organizations with High-Impact Learning Cultures 8 Have Better Business Performance and Four of the Top 10 High-Impact Learning Culture Practices Relate to Development Planning. 5. The Focus of Development Planning Should Evolve 8 with Employee Tenure in Role. 6. Organizations with Superior Employee and Talent 9 Management Results Do Three Things Differently When It Comes to Development Planning. Setting the Context: Performance Management 10 and Development Plans Defining Performance Management 10 An Overview of Development Plans 12 The Business Case for Development Plans 16 Why Do We Care about Development 16 Plans Now? The Challenges with Development Plans 21 Challenge 1: Employee-Owned Ends up Meaning 21 Employees on Their Own. Challenge 2: Lack of Knowledge about 24 Development Planning Challenge 3: Development Plans Are Not Well-Integrated 26 into Employees Work Bersin & Associates February 2012 Not for Distribution Licensed Material

6 High-Impact Performance Management: Development Planning 4 Challenge 4: Insufficient Resources Dedicated to 26 Development Plans Making Development Plans Work 28 Organizational Culture 28 Development Planning Education 33 Development Plan Structure 42 Final Thoughts 60 Appendix I: Study Participants 62 Appendix II: Study Methodology 66 Outcome Variables 66 Predictor Variables 67 Appendix III: Glossary of Terms 70 Appendix IV: Table of Figures 76 About Us 78 About This Research 78 Bersin & Associates February 2012 Not for Distribution Licensed Material