Date post: | 21-Mar-2017 |
Category: |
Recruiting & HR |
Upload: | corinium-coriniumglobal |
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MARK RHEIN, ASSOCIATE PRINCIPAL, DIRECTOR L+DMARCH 8, 2017
REIMAGINING A PERFORMANCE CULTURE FOR THE FUTURE
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TODAY
ABOUT US
THE LANDSCAPE
THE APPROACH
QUESTIONS
Who we are
What we faced What we’ve done
What you want to know
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ABOUT USWHO WE ARE
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ABOUT THE FIRM
AREAS OF PRACTICE
DISCIPLINES OUR TEAM OF 2,000 TALENTED STAFFAtlanta Boston Chicago DallasHamilton Houston Los Angeles Miami Minneapolis New York North Carolina
San Francisco Seattle Toronto/Ottawa Vancouver Washington DC Dubai London Sao Paulo Shanghai Corporate
Corporate + Commercial + CivicCulturalHealthcareHigher EducationHospitality + Mixed-Use + ResidentialK-12 EducationScience + TechnologySports + RecreationTransportation
ArchitectureBranded EnvironmentsInteriorsLandscape ArchitecturePlanning + StrategiesUrban Design
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OUR…
PEOPLE PROJECT TEAMS LEADERSHIP OUR BELIEFS
PassionateInnovativeActiveCurious‘Beautifully Nerdy’Diverse
Fast pacedCollaborativeMulti-disciplinaryLed by a Project Manager and Design Principal
Less corporate structure, more collective leadership
Entrepreneurial
Global and local balance
Design has the power to transform lives and enhance communities
Focus on health + wellness
Social + environmental responsibility
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We believe that design has the power to positively transform people and the planet.
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THE LANDSCAPEWHAT WE FACED
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THE CHALLENGE
How best to develop a consistent set of talent identification and growth principles and approaches in a successful, global professional services firm for offices and practices with unique needs?
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SPECIFICALLY…
PERFORMANCE MANAGEMENT• Year-end, backwards looking feedback.• Used, and inconsistently useful. People
wanted different. And more.
TALENT IDENTIFICATION (INTERNAL)• Offices independently used different
approaches to make merit and bonus decisions.
• Not based on complete and consistent information.
LEADER DEVELOPMENT• One high-potential program; few other
options.• No clear strategy.
SUCCESSION• A strong desire to identify successors.• No system or approach linked to strategy and
growth.
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THE APPROACHWHAT WE’VE DONE
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CALIBRATE
Performance
Pote
ntia
l
• Collect performance/potential assessments from managers.
• Chart like roles together.
• Discuss.
• Decide on action items and next steps for each employee.
ROLE – (KEEP LIKE ROLES TOGETHER)
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THRIVE
DEVELOPMENT
CAREER
FEEDBACK
“Where I want to go; what I aspire
to”
“What I’m good at; where I need
to improve”
“What and how I will grow and
learn”
“More and better conversations to grow people and talent.”
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LEADERSHIP DEVELOPMENT
EMERGE LEADERSHIP INSTITUTE
PDC: PROJECT MANAGEMENT
Offers aspiring leaders a chance to focus on what leadership means to them.
Participants learn, explore, and apply important leadership skills in interactive and fun ways.
A firmwide professional development initiative that recognizes the importance of investing in our future leaders. Each Leadership Institute class includes individuals from across the firm who focus on a variety of topics aimed at developing leadership skills.
Leadership development specific to the role of Project Managers.
Less, how to budget a project and more, how to have a difficult conversation with a client.
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CALIBRATE
Meet9 BoxAction
THRIVELEADERSHIP DEVELOPMENTAligning talent needs at
the office level
• Merit/bonus
• Promotions• Developm
ent Plans
Encouraging year-round feedback, professional goals and career development conversation
Broadening and strengthening programs and tools
DEVELOPMENT
CAREER
FEEDBACK
PERFORMANCE CULTURE
• emerge• Leadership Institute• Project Delivery /
Management
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LESSONS LEARNED
• Analyze and Understand• Involve Your Audience and Others• Use Best Practices and Other’s Success, But…• Be Clear About HR and L+D’s Role• Have Fun!
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QUESTIONS+DISCUSSION
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THANK YOU