10 Ways to Re-Engineer Performance Management

November 1, 2012

Presented by: Maysa Hawwash, National Manager – Talent Management Solutions

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Agenda

• Evolution of Performance Management

• The Brutal Facts

• The Case for Change

• Taking the Steps

• 10 Steps to Making it Work

Evolution of Performance Management

1960’s & 1970’s

• ESR (Employee Service Record)

• ACR (Annual Confidential Reviews)

– 10 traits on a five or ten point scale

– Job knowledge, sincerity, dynamism, punctuality, leadership, loyalty, etc.

• Reports were never communicated to the employees

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Evolution of Performance Management

Early 1970’s

• Content revealed to employees

• Performance Appraisals introduced

– Employee permitted to describe accomplishments

Mid 1970’s

• Some Development Components

• Talent / Performance-based

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Evolution of Performance Management

Contemporary Performance Management

• Performance and Development Reviews

• Personal Development Plans

• Learning and Development Activities

• Coaching & Mentoring

• Objectives and Performance Standards

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Evolution of Performance Management

Contemporary Performance Management

• Competencies

• Measurement

• Reward and Compensation

• Team Work

• 360 Degree Feedback

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The Brutal Facts

• Stress for both managers and employees

• Tight Deadlines

• Employee contributions are not adequately recognized

• Reviews are not focused

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The Brutal Facts

• Not aligned with Corporate Culture

• Inflexible and not customizable

• Past performance reviews are either irrelevant or overlooked

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The Brutal Facts

• Forms – complicated, with competency lists are too long/short

• Turnover & low engagement continue to be serious issues

• A wave of absenteeism or resignations follow the annual review cycle

• Process fails to provide key insights or development opportunities

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The Case for Change

Got Money??

Now what?!?!?

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The Case for Change

• Autonomy: Employees want to be part of creating their own goals, work environment and working style

• Contribution to an overall Organizational Strategy and Sense of purpose

• Recognition

• Mastery: The opportunity for growth and development

• Leadership is key

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The ROI Chain

Increased Financial Performance and Shareholder value

Increased Employee

Engagement

Increased Customer Centricity

Increased Innovation

Higher Quality of Products and

Services

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Taking the Steps

• Starting from the top

– Develop Key Performance Indicators

– Develop a comprehensive communication plan

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Taking the Steps

• Develop an Infrastructure that fosters continuous feedback and collaboration

– Translating KPIs

– Develop goals that align to the organizational KPIs

– Focus on culture and team work

– Incorporate Corporate Social Responsibility and Employment value proposition

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10 Steps to Making it Work

1. Clearly define what business outcomes, behaviors and

competencies you plan to measure

2. Involve employees in setting goals and objectives

3. Apply multi rater feedback when it makes sense. i.e 360 feedback

4. Collect important details about your workforce talent profiles

5. Avoid complex rating systems in the interest of transparency

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10 Steps to Making it Work

6. Recognition is key

7. Adopt more frequent dialogue (monthly mini-reviews as opposed to

annual)

8. Ask employees what skills and competencies they want to develop

9. Ensure the system tracks accountability

10. Ensure the system provides analytics and key insights

Bonus Step: Consider a Balanced Score Card

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f Drake P3 Personality Assessments

Emotional Intelligence Assessments

Leadership & Team Development

Outplacement

Enterprise Surveys

Exit Interviews

Performance Management Process Consulting

Remuneration and Benefit reviews

HR Audit HR Help Line

Talent Management Systems – TMS/LMS

Drake Solutions

Questions

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Q & Awith Maysa Hawwash, Manager,

Talent Management Solutions

Re-Engineer Performance Management

EXCLUSIVE OFFER – FREE TMS DEMO

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Upcoming Webinar

Register at http://drake-webinars.com

November 15, 12pm EDT

Occupational Health & Safety: Workplace Wellness

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Thank You for Attending For Questions please contact Maysa Hawwash

mhawwash@na.drakeintl.com

416-216-1067

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