11/19/2014. Welcome. Engaging Feedback Mechanisms Creating a Balanced Scorecard. Housekeeping. Agenda 8:00 9:15 9:15 11:30 11:30 12:00.

Transcription

1 Welcome Engaging Feedback Mechanisms Creating a Balanced Scorecard Housekeeping Agenda 8:00 9:15 Icebreaker 9:15 11:30 Engaging Feedback Mechanisms Creating a Balanced Scorecard 11:30 12:00 Assignments for Session 7 Pre-work for Session 8 Break 1

2 If you could sit on this bench and chat for one hour with anyone, past or present: Who would it be? What would you talk about? What s one question you would ask? Engaging Feedback Mechanisms 5 Review of Session #2 Gathering Information Surveys Idea Venues Help Us Innovate M-S-L 360 s Performance Appraisals Town Hall Meetings 66 2

3 What Were Key Points? Surveys Idea Venues Help Us Innovate M-S-L 360 s Performance Appraisals Town Hall Meetings 77 You Have Information, Now What? 8 High Impact Teaming (HIT) 3

4 The HIT Process A. Where are we now? B - Where do we want to be? = Idea C - What are the impediments? (and what is REALLY working?) = Impediment D - How do we get there? E Building The Plan High Performance Plan Building the Action Plan Action Plan for Building an Action Plan for Building a High Performance Team Engaged Culture Teaming Partners: Date: Metric Area Opportunity Identified Specific Action Results Expected Responsible Timetable Person Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives: Idea Priority Matrix cost (time/resources/money) low C A (may or may not be worth it) X (do it!) B (no pain, no gain) high low impact high 4

5 The Current State A - Where are we now? B - Where do we want to be? = Idea C - What are the impediments? (and what is REALLY working?) = Impediment D - How do we get there? E Building The Plan High Performance Plan Your Case Study Each person will have a sheet of flip chart paper Divide your flip chart into 6 areas Working with a partner you will: Complete the exercises individually (with your organization in mind) Discuss results with your partner Be prepared to report back to the group A. - Where are we today? What is your Current State? On your flip chart, make a list of 5 7 statements that describe your current state, i.e.: Beginning the process Conducted engagement survey Middle state Conducted engagement survey Advanced state Conducted engagement survey 5

6 Tools to Identify the Current State Tuckman Team Development Great Ten Leadership Team Assessment Five Dysfunctions of a Team Patrick Lencioni SWOT Analysis Tools to Identify the Current State Employee Engagement Benchmark Data Balanced Scorecard Start with the End in Mind. A - Where are we now? B - Where do we want to be? High Performance Plan C - What are the impediments? D- How do we get there? E Building The Plan 6

7 B Where do we want to be? Fast forward five years. Your organization has just won the coveted Fortune 100 Best Places to Work award! As the leader of the effort, you ve been asked to give the acceptance speech at the awards dinner. On your flip chart, make a list of 4 6 specific actions or initiatives for your speech that led to your success C - Identify Impediments to Success (and What Is Working?) A -Where are we now? B - Where do we want to be? C - What are the impediments? (and what is REALLY Working?) High Performance Plan D - How do we get there? E Building The Plan C Identify Impediments to Success (and successes to leverage) On your flip chart, make a list of the: Impediments that are keeping you from success what s keeping you from receiving an award? Successes that you should leverage going forward what s working now? 7

8 Discuss and Agree on Topic Areas On your flip chart, list what you believe are the top 3-4 topics that need to be addressed. D Identify Solutions/Strategies A -Where are we now? B -Where do we want to be? High Performance Plan C -What are the impediments? (and what is REALLY working?) D Part 1 What do we do to get there? E Building The Plan Focusing on What and How to do something different is REALLY hard. 8

9 Find your Big Hairy Audacious Nudge We all have two Cognitive systems Automatic Uncontrolled Effortless Fast Unconscious Skilled Reflective Controlled Effortful Slow Self-aware Rule Following 9

10 Examples our two systems Examples of Automatic Fahrenheit Temperature Tiger s golf game 2+2=? Checkers Politician to vote for Examples of Reflective Celsius Temperature Bob s golf game 854 X =? Chess Someone to marry Nudge Examples Nudge Examples 10

11 Nudge Examples Nudge Examples Nudge Examples 11

12 Other Nudges? What other nudges have you seen? D Part 1 - What do we do to get there? On your flip chart, make a list of solutions to overcome the obstacles and improve the successes As you develop your solutions, come up with at least one nudge that will help you move forward. Focus on: - What to do D Identify Solutions/Strategies A -Where are we now? B -Where do we want to be? High Performance Plan C -What are the impediments? (and what is REALLY working?) D Part 2 How will we do it? E Building The Plan 12

13 D Part 1 - What do we do to get there? On your flip chart, make a note of specifically how you will implement each solution. Focus on: - How will we do it E Building the Action Plan A -Where are we now? B -Where do we want to be? C -What are the impediments? (and what is REALLY working?) D -How do we get there? High Performance Plan E Building The Plan E Building the Action Plan C X A B Teaming Partners: Date: Action Plan for Building a High Performance Team Metric Area Opportunity Identified Specific Action Results Expected Responsible Person Timetable Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives: 13

14 cost (time/resources/money) Idea Priority Matrix low C (may or may not be worth it) A (do it!) high low X B (no pain, no gain) high impact The Voting Elements of Successful Action Plan Keep it Simple and Execute Flawlessly 14

15 Building the Action Plan Action Plan Action for Plan High for Building Performing a High Performance Team / Business Teaming Partners: Date: Metric Area Opportunity Identified Specific Action Results Expected Responsible Timetable Person Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives: Are there things you should STOP doing? I am as proud of those things we don t do, as I am of those things we do! 15

16 HIT - Next Steps Draft Action Plan will be sent to team for further refinement, including: Opportunities and actions identified People responsible Results expected Timeframe Suggest monthly thereafter Follow up communication to gauge progress In 12 Months, consider follow up meeting Developing a Balanced Scorecard 49 What is a Balanced Scorecard? Page 8-20 A Balanced Scorecard: Is a concept and tools by Robert Kaplan and David Norton debuted in Harvard Business Review in 1992 "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation." Allows managers to view critical operational factors and their inter-relationships with current and future performance in mind Provides focus on organizational vision and long-term success 16

17 What is a Balanced Scorecard? Adapted from Robert S. Kaplan and David P. Norton, Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review (January-February 1996): 76. What is a Balanced Scorecard? Balance comes from the cause and effect nature of the tool Adapted from Robert S. Kaplan and David P. Norton, Using the Balanced Scorecard as a Strategic Management System, Harvard Business Review (January-February 1996): 76. Why Implement a Balanced Scorecard? Link s Company s Vision, Strategy, and Results Align organization strategy with the work people do on a day-to-day basis Line of Sight Prioritize projects / initiatives Balanced Scorecard Institute 17

18 The Development Process Get enthusiastic support and commitment from top management Carefully select the design team Cross-representation Get your IT support on board early Determine what the true drivers of performance are Enlightening process Defines the heart of the organization Focus in on cause and effect relationships Determining how to measure (would you like that in pounds, inches, pieces or adjectives?) What are the design and functionality criteria? Create consistent definitions Exercise: What are you measuring? Discuss what is important to measure at your company and how you want to display the measurements. What are some of the engagement metrics you thought of including? Balanced Scorecard Data Breakdown Example 18

19 Balanced Scorecard Overall Data Example Balanced Scorecard Graphic Display Example #1 Balanced Scorecard Graphic Display Example #2 19

20 Balanced Scorecard Example (Individual) Scorecard for: Bob Johnson Balanced Scorecard Example Balanced Scorecard Example 20

21 Balanced Scorecard Example Balanced Scorecard Example Balanced Scorecard Example 21

22 Exercise: What does your scorecard look like?? In your groups, design your scorecard: What does it look like on the screen? What graphics are used? How is it made to be user friendly? Report back and begin to determine what your scorecard looks like To Buy or Build Buying Pros Off the shelf ready Professional look and feel May include design support Cons Maintenance comes from outside Difficult to customize Programming changes can be expensive Needs tied to costs Building Pros Design and customize to your specific needs Tie easily to your data Changes done quickly at minimum cost Cons Significant investment of IT resource(s) May not have the profession look and feel Longer development time The Roll Out Communication Plan (consider linking with our Communication Protocol) Hold line managers accountable Avoid over-engineering Include training sessions 22

23 The Maintenance Yes, There are Costs On-going investment will be different in every organization In case study company s case: Manual HR and H&S input each month (sometimes a bottleneck) Delays from chasing and normalizing international data Data still requires QA by knowledgeable person to ground-truth Constant communication and integration with internal processes Ongoing IT support and maintenance to keep it fresh But ideally, the benefits greatly outweigh the costs Recommendations Before anything else, seek management buy-in! Make sure someone owns it Keep it simple and focused One screen / one page / graphics Make it relevant and understandable to all employees Treat it as a learning tool not a control tool! Page 8-22 Organizations that have not involved employees have not achieved desired results - Valerie Pike Assignment 76 23

24 Assignment Use the HIT process to evaluate and determine needs Be sure to use the Idea Priority Matrix to evaluate the best ideas Discuss implementing or improving a balanced scorecard in your organization with a senior leader Determine if a balanced scorecard is right for your organization Evaluate the balanced scorecard you currently use and suggest improvements or The Employee Engagement Group All Rights Reserved Pre-work for Session 9 Effective Reward Programs 78 Pre-work for Session 9 What % of your population is eligible for bonuses? What % of bonus is based on qualitative results? Quantitative results? How are these measured? What types of ongoing reward / recognition programs do you have for everyone in your organization? The Employee Engagement Group All Rights Reserved 24

25 Thank you See you on December