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NU ValuesNU ValuesPerformance Leadership
“We Do What We Value”
A seminar facilitated by:
Strategic Staffing & Compensation
Your NU Values Partner…“Committed to understanding and delivering
value-added customer service that contributes to our customers’ overall success”
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HumanResources Today’s Map
– The Importance of Talent Management• We do what we value
– Performance Leadership• From “Management” to “Leadership”• Performance Leadership Practices• NU Value Competencies – a leadership tool
- Resources for You:- NU Website- Strategic Staffing & Compensation Staff
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Objectives
• Link our jobs with the University’s mission and values• Provide a rewarding and equitable work environment• Enhance growth and advancement opportunities• Establish improved linkage between pay and
performance• Maximize user understanding and support
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Infrastructure
MarketSurveys
“Relevance”
JobDocumentation“Job Analysis”
Job Evaluation“Job
Families”“Zones”
Pay Structures“Bands”“Zones”
“Benchmarks”
Performance Leadership
“Competencies”“Key Behaviors”
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“We must realize that people are the organization….
It's critically important to the success of the institution.
Employee loyalty and satisfaction is what makes this place hum.”
Chancellor Harold M. Maurer, M.D., UNMC Today, April 15, 2002
NU ValuesTalent
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• Elevate talent management to a burning organizational priority
• Source great talent, then develop it aggressively
“Opportunity for Leadership”
McKenzie & Company, Talent War, 1998
NU ValuesImperatives for Talent Management
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NU ValuesTalent Commitment and Retention
Most influential factor:
– Conflicts with supervisors• Simple training helps a lot
– Develop a performance culture • Cultures that don’t recognize merit are demoralizing
– Deal with low performers to keep the good ones
Peter Cappelli, “The New Deal at Work”,Harvard Business School Press, 2001
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NU Values“New Deal at Work”
• Trust is short-term, employees
– Want criteria spelled out– Want to build skill set– Want to know how they are doing
Peter Cappelli, The New Deal at Work,Harvard Business School Press, 2001
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NU ValuesCost of not managing talent
The incurred costs associated with
– Poor employee retention– Poor safety records– Poor per-person productivity– Lost work days
…are hidden, but, significant
The Gallup Organization, 2000
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NU ValuesThe cost of talent turnover
Category x Annual Salary
Front-line .41Professionals 1.77Managers 2.44
The Conference Board, 1999
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NU ValuesWhat Committed Employees Say
• I know what is expected of me• I have the materials and equipment I need to do my
work right• At work, I have the opportunity to do what I do best
every day• In the last seven days, I have received recognition or
praise for doing good work• My supervisor, or someone at work, seems to care
about me as a person• There is someone at work who encourages my
development
The Gallup Organization, Q12 Items, 2001
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NU ValuesWhat Committed Employees Say
• At work, my opinions seem to count• The mission or purpose of my company makes me
feel my job is important• My associates or fellow employees are committed to
doing quality work• I have a best friend at work• In the last six months someone at work has talked to
me about my progress• In the last year, I have had opportunities to learn and
grow
The Gallup Organization, Q12 Items, 2001
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NU ValuesHow do we foster this commitment?
• Focus on supervisors (and managers)• Reviews and appraisals…a good place to start
Peter Cappelli, The New Deal at Work,Harvard Business School Press, 2001
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NU ValuesPerformance Process -- “As Is”
• Tools for year-end documentation/discussion are good.• Process emphasizes “back-end” review
– Minimizing ongoing feedback– Providing for passive observation with “after-the-fact” rating– Replacing “front-end” planning
• Subordinate focus– Minimizing responsibility of supervisor to engage employee to
achieve optimal results
• There is not a solid and universal foundation of performance “leadership practices”– As opposed to the current performance management process
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NU ValuesLeadership versus Management
• Characterized by –– Front-end planning– Broadened definition of job roles– Ongoing dialogue and feedback– Systemic view of many contributing performance
factors– Linkage of personal achievement to organization
success
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• Manage– : to handle or direct with a degree of skill: as a : to
make and keep compliant • Lead
– 1 a : to guide someone or something along a way c : to guide a dance partner through the steps of a dance
NU ValuesManagement versus Leadership
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NU ValuesManagement versus Leadership
• Manager– Promoting stability and smooth operations– Maintenance of status quo
• Leader– Articulating a mission or a goal and knowing how to
bring everyone on board to get it accomplished– “Partner” in the dance, influencing the outcome
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NU ValuesManagement versus Leadership
INPUTs TRANSFORMATION OUTPUTs
End-of-Process Inspection
Performance
LeadershipFront-end and Continuing Participation
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NU ValuesMeasuring an employee’s performance
What are we really measuring…
• The supervisor’s/manager’s demonstration of leadership practices
• What practice would generate favorable Q12 statements?
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NU ValuesLeadership Practice Communication
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NU ValuesWhat are we communicating?
TopicTopic FocusFocus SourceSource FeedbackFeedbackQuestionQuestion
Job Responsibilities
Fulfillment of assigned duties
Job analysis, description, other documents
“Am I being effective in my role?”
Objectives Achievement against goals
Campus, Department, and Team goals
“What am I accomplishing and how does it relate to campus and team goals?”
NU ValuesCompetencies
Key behaviors contributing to successful performance outcome
NU Values Competencies and Key Behaviors
“Am I exhibiting behaviors that make for a productive work environment?”
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NU ValuesPerformance Leadership
Feedback
Recognition &
Reward
PlanningAppraise
(a part of Feedback and Recognition)
Expecte
d Perform
ance
Performance Period
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Performance LeadershipPlanning
• Goal setting• Clarification of competency key behaviors• Assignment and clarification of job
responsibilities• Identify and address developmental needs
“Takes time and effort…but…worth the investment!”
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Performance LeadershipFeedback
• Largest gap between belief and practice• Lack of planning exacerbates poor feedback
• Ongoing throughout the performance period• Practice as opposed to an event• Dialogue as opposed to forms and ratings• Information that enables maintenance of a high probability of success
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Performance LeadershipRecognition & Reward
• Favorable impact linked with personal interaction (motivation and appreciation)
• Specific and timely• Monetary and non-monetary• “…ability to speak is one of the best
motivational tools they have…” • Annual pay increases not clearly connected
to any particular accomplishment.
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Performance Leadership Results
Leadership Practice
Leader Behavior Outcome
Planning • Setting goals/expectations• Clarifying Duties• Specifying Competencies and BeKey Behaviors
• Clarity re job expectations
Feedback • Maintenance of ongoing dialogue • Clarity re job expectations
Recognition & Rewards
• Monetary• Non-monetary
– acknowledgement– praise, etc–Recognition & Reward
• Clarity re valued behaviors
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NU ValuesPerformance Leadership Goal…
• Become Performance Leaders… …rather than just “Year-end Raters”
PLANNING&
DECISION-MAKING
CONTROLLING LEADING
ORGANIZING
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NU ValuesThe beginning…
• Annual reviews are upon us– Good place to start– It is not simply the end, but the beginning of the next
performance period• Initiate planning, feedback and recognition and
reward• Tools are available to start
– NU Values Website– Strategic Staffing & Compensation Consultants
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NU ValuesWebsite
• Site Introduction• Performance Tools
– Templates– Example of
• Expectations Development• Feedback tools• Expectations Results Rating
– Overall Performance Rating
– Strategic Staffing & Compensation Consultants
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SummarySummaryPerformance Leadership
“We Do What We Value”
“Committed to understanding and delivering value-added customer service that contributes
to our customers’ overall success”
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• The Importance of Talent Management• Performance Management versus Performance Leadership• Performance Leadership Practices• Resources for You
Thank You!
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Thoughts, Comments,
Questions…
NU ValuesNU ValuesPerformance Leadership
“We Do What We Value”
