Performance Management & Learning

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1 Performance Management & Learning Delivering a complete solution that supports organization excellence & individual fulfillment Exxceed, Inc. Dean H. Dussias President & CEO

2 Purpose of This Presentation Explore how you can increase the strategic contribution to business results Encourage you to experiment with human capital solutions that optimize Performance and learning Organization excellence and individual fulfillment Share performance management and development experiences

3 Learning & Talent Management Drive Business Results Learning Competencies and other Human Capital Information Human Capital Management Hiring Performance Management Resourcing Development Succession Planning Business Management Business Results Outcomes Revenue Value Creation

4 Focus on Metrics: Balanced Scorecard & Strategy Maps Financial: To exceed our financial goals and accomplish our Mission, on what must we focus? Customer: To achieve our Vision, how do we win and keep winning, with customers?? Operations: To satisfy our customers, at which operational processes must we excel? Learning: How will we sustain our ability to change & improve? Mission/Organizational Success Development Customer Confidence Revenue growth & Value creation Service/Product Quality Customer Retention HUMAN CAPITAL STRATEGY Culture IT, Systems & Processes

5 The Challenge Today What s Driving Change in Performance Management and Learning? With increasing global competition, growing and sustaining an advantage has become more challenging Retiring boomers/changed view of the workplace loss of individuals with institutional knowledge and values Rapidly changing skill sets technology change growth in knowledge

6 Performance Management and Learning Creating Organization Change Role and job flexibility requirements, activities changing Need to accelerate and focus learning Alignment essential to success: Communication easier and more difficult Employees need to know what behavior and results are expected of them Employees must own the behaviors and results Organization must continually learn and develop its capabilities at the employee level

7 Key Questions Driving Performance Management How can you demonstrate that your performance management system improves employee performance and organization success? What processes do you have in place to ensure that employees understand and do the things that result in organization success? How do you ensure that your top performers are recognized, empowered, and retained?

8 Key Questions Driving Learning How do you know that the learning you offer improves business performance? How do you ensure that employee capability and activity are aligned with your key organization goals and objectives? How do you determine the most important learning needs for each employee? How do you justify the value of the investment in learning?

9 The World has Changed: Human Resources vs. Human Capital Human Resources Necessary Element Cost/Liability Utilize Administrative Routine and Functional Human Capital Competitive Advantage Capital/Asset Act as Owners Value Added Challenge and Enable

10 Today s HR Role(s) in Transition: Polite and Policing Partners and Players Human Resources Transactional and Operational Compliance focused Cost/Liability reduction Siloed Mundane, Administrative, Routine Human Capital Strategic with Thought Leadership Desirable and Value Added Capital/Asset builders Owned Organization-wide Challenged, Fulfilled and Enabled

11 The Goal: Sustainable Performance Business Excellence Cut-throat and Confrontational Mediocre In every way Great Companies Great Create Companies Sustainable Performance Too Little Results Focus Individual Fulfillment

12 Today s Performance Management: Aspire to Excellence On-going process, shared by individuals at an organization Combination of people, information, systems and process knowledge Combines: Strategic insight Business model drivers, including metrics Understanding of jobs, roles and responsibilities Communication at group and individual level Individual goals Learning and Development

13 Performance Management Excellence High Performance Workplace High standards, well understood Results orientation shared metrics Coherent culture supporting how results are delivered Candid conversation Focused on true business drivers includes metrics Tough decisions made to benefit organization and individual careers Coaching occurs on an everyday basis Periodic surveying Stretch objectives are viewed as achievable and inspiring Reasonable level of internal competition Challenge Fairness

14 Approaches to Performance Management Create Goal Alignment Build Internal Capability Develop Integrated Human Capital Not one size fits all Approach changes over time

15 Approaches to Performance Management Create Goal Alignment For organizations that want to: Increase line of sight between individual behaviors, actions and goals with strategic objectives Increase accountability of front-line staff Base rewards on attaining organization goals Follow balanced scorecard methodology

16 Approaches to Performance Management Build Internal Capability (Competency focus) For organizations that want to: Further develop the connection between knowledge, skills and abilities of their workforce and the contribution to the bottom line Strengthen the link between growth (revenue) and R&D, product development and other major functional areas Create more flexible and effective staffing for projectbased organizations

17 Approaches to Performance Management Develop Integrated Human Capital For organizations that want to: Have all human capital processes reinforce the same messages Combine the what of attaining goals with the how of competencies Provide comprehensive dashboard and other HC metrics to senior management

18 Goals-Based Approach Align organizational goals during strategic planning process Set at the organization, division, and department levels Cascade to individuals accountable for goal achievement Use Balanced scorecard dashboard to view goal achievement throughout the year By organization, division, dept, manager, etc. Individual goal achievement linked to org goals

19 Create Goals Using Balanced Scorecard Categories

20 The Power to Cascade Organizational Goals

21 Summary of Performance Achievement

22 Internal Capability (Competency) Approach Define performance templates based on comprehensive job profiles (CJPs) Leverage competency content where possible to expedite process Create competency models Validate models with SME input Generate aggregated competency health reports to ensure that mission critical competency gaps are addressed

23 Assessments Display Gaps and Associated Learning Options

24 The Power to Assess Overall Competency Health Organizational competency data is displayed in chart format for management review Comparative reports can be used to track competency improvement over time

25 The Power to Drill Down and Leverage Data

26 Simple to View Associated Learning

27 Integrated Human Capital Approach Identify you high potentials as part of the performance management process Create development plans that support the succession process Improve capability to resource projects, new opportunities and challenges

28 Include Measures to Capture Relevant Succession Data

29 Ability to View and Modify Potential Successor List

30 Commonly Shared Best Practice Recommendations Identify and track top performers Measure performance linked to business outcomes Provide continuous feedback and development opportunities Link rewards to performance and strategic objectives Create a culture that supports high performance Introduce automation

31 Key Factors in Evaluating Human Capital Management Technology Complete solution: human capital content, software and services Integrated, single system with common data foundation across the entire employee life cycle (Comprehensive Job Profiles) Ease of integration with all other organization systems Scalable for large organizations Key Features: Configurability to fit existing and changing processes Natural language capability State-based architecture Task-orientation and ease of Workflow Management Comment assistant and other valuable communication features

32 Exxceed Provides a Complete Solution: Content, Software and Services Human Capital Content Competencies 9,000+ Roles 500+ Jobs 100+ Links to learning - 10,000+ Interview questions CompetencySuite SelectPlus PerformPlus DevelopPlus SuccessionPlus CompetencyCenter Software As a Service Human Capital Services Implementation Competency Modeling Strategic Consulting Change Management

33 Thank you! Questions welcome

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