Encouraging Year-round Adoption and Performance Management

© 2014 TalentGuard/All Rights Reserved

Kickstart 2014! Encouraging Year-round
Adoption and Engagement of the Performance
Management Process

©2014 TalentGuard


Your Presenter
Linda M. Ginac
President and CEO
TalentGuard, Inc.
Author of Fake Perfection and
Professional in Career Management System

©2014 TalentGuard


Meet
Sarah
©2012 TalentGuard


A.K.A...


Ms. HR
©2012 TalentGuard


EnergyCentral
Frank Jasper

Roger Smith

Tracy Allen

Projects &
Technology Director

Upstream
International Director

Plant Manager

PROFILE
Energy Company – Oil and Gas

Provide petroleum and natural gas
exploration and extraction technology.
Public Company
1700 Employees
Struggling to retain petroleum engineers and
other oil and gas workers due to competition,
salary hikes, and perks.
Rapid International Expansion and Growth
State-of-the-art Innovation

Company Founded

1975

2000

2011-2014

©2013 TalentGuard


Sarah received
feedback from
managers and
employees that
the performance
management
process is
ineffective.
©2012 TalentGuard


The process is antiquated and doesn’t serve the needs of the next ©2013 TalentGuard
generation.


Let’s take a look at
EnergyCentral’s
current process.


Current Program
Used Two Templates:
• One for managers
• One for individual contributors
Manager-Driven Appraisal
• No self-appraisal as part of the
review program
Two Areas Assessed:
• Major responsibilities (generic
and not reflective of role)
• Behavior / Capabilities: (based
on corporate values)
• Five point rating scale
Usage:
• Used solely for annual merit
increases.
©2012 TalentGuard


Current Program
Development Planning:
• Occurred at the same time as
appraisal. Employees sent
managers input.
Feedback and Recognition:
• Manager and employee only
have one small box to provide
feedback and recognition.
Objectives – Company
Alignment:
• Employee and manager have
no insight into how this
employee’s (role/
performance/development) fit
with corporate objectives.
©2012 TalentGuard


Current
Process

Program Launch Email from HR

Reminder Email from HR

One-on-One Meetings

Reminder Email and Review
Submission Due Date
©2012 TalentGuard


Employees want career development, not just merit
increases. Reviews are shelved and never looked at
once complete.

ARG!

©2013 TalentGuard


Sarah had to overhaul
the performance
management process
for 5 reasons.
©2013 TalentGuard


1. Manual, stand-alone appraisal process that is not tied to
company goals and performance
2. The overemphasis on the quantifiable metrics in goal
agreements.
3. Infrequent feedback and communication between manager
and employee; doesn’t allow for group feedback
4. Lack of employee career development discussions
5. No visibility into how employees are performing against
the goals

©2014 TalentGuard


Sarah had a team member research white papers, blogs, industry reports, etc.
to identify best practices for performance management.

©2014 TalentGuard


What should we measure during the
performance process?
How often should we
measure performance?

What’s the best way to
track goals?

How can we increase
recognition and feedback?


What should we
measure during the


Values/
Behavior

SelfAppraisal

JobBased
Skills

ManagerOnly
Appraisals

Corporate
Objectives

Knowledge

©2012 TalentGuard

Controlled

Competitive

Structured, formal, and power at top

results-driven, competitive, and
goal-oriented
unified by an emphasis on winning,
reputation, and success

success means dependable delivery,
smooth scheduling, and low cost

10%
Sales and Product Driven

10%
Org Strategy Here

Creative

Collaborative

dynamic, entrepreneurial,
and creative

open, friendly, relationships
and sharing

embraces innovation,
risk-taking, and teams

values teamwork,
participation, and consensus

20%
Research and Development

60%
Marketing and Customer Satisfaction

Individual

Does Organizational Culture Affect Performance | Professional Services Journal, 3/2012

Flexible
©2014 TalentGuard

Team

Internal

ObjectiveQuantitative

External
SubjectiveQualitative


Focused

Energy
Central

Controlled

Lots of individual recognition for
“special” employees
Sink or swim approach
Lack of manager employee feedback
Year-end surprises
Specific career development – most
moves are upward
Damaged relationships due to trust

Disciplinary approach
Lack of individual recognition
One-directional appraisal & feedback
Directive career development –
focused on specific training
Employees don’t feel empowered

Creative

Collaborative

Appraisals driven by team leaders
Lacks consistency
Mostly informal
Lots of cross functional teams
Don’t like formal rating systems
Co-operative career development –
learning by doing

Individual contribution can suffer over
team attainment
Moderate manager employee feedback
Need to combine formal and informal
appraisal
Lateral-focused career development

Flexible
©2014 TalentGuard

Internal

Competitive

External


Focused


Based on this
org. behavior,
what are best
practices for
measurement?
©2014 TalentGuard

Competitive

Controlled

Corporate Objectives
Individual Objectives
Interim Review
Year-end Review

Behavior
Corporate Objectives
Team Objectives
Individual Objectives
Quarterly Review
Year-End Review

Creative

Collaborative

Values
Individual Development Plan
Year-end Review

Behavior/Values
Team Objectives
Job-Based Skills
Individual Development Planning
Interim Review
Year-End Review

Individual

Team

Flexible
©2014 TalentGuard

Internal

ObjectiveQuantitative

External
SubjectiveQualitative


Focused


How often should we
measure and track the


What do employees think?
Annually
Employees lack
engagement and have
less trust in the
process.

Bi-Annually
Employees were most
engaged with two
formal reviews,
informal check-ins
regularly and an
informal interim
review.

Four + Times a Year
Employees were no
more engaged than
with bi-annually, but
more frustrated over
administration of the
process.

Employee Engagement increased dramatically when
two conditions were met:
1.
2.

Employees were able to assess their manager during the
appraisal process
Regular career development discussions with managers
©2013 TalentGuard


Sarah designed a process to measure
performance and foster engagement.

©2012 TalentGuard


A few words about
tracking goals…


Business Attainment vs. Realizing Dreams

Goals
Individual
Team

Shorter-term
Metric & KPI
Driven

Career
Personal

Longer-term
Career Pathing
and Personal
Growth
©2014 TalentGuard


Focus on attainment and dreams to ignite
the business through career engagement.

©2013 TalentGuard


Objectives Focus
Business Attainment


Executive

Ultimate Goal: Dashboard and Reporting to drive accountability
and transparency at the organizational & individual levels

JUL


Executive
Manager
Employee

1. Clearly
defined goals
that can be
cascaded to
appropriate
teams and
individuals
NOV

MAR


Manager
Employee

•

Drill down multiple
layers deep within
a manager’s span of
control to obtain
the level of
information to
meet his/her
needs.


Manager
Employee

•

Interactive
goals that
allows for
feedback and
recognition
by manager,
peers and
other
stakeholders.

•

Status and
updates
tracking

•

YEAR
ROUND


•

•

Manager
Employee

Track goal type (i.e.
performance, career,
personal, disciplinary)

Jill Carillo
6 minutes ago

based on reviews
Drill down into the
goal to add feedback,
recognition and
status updates.

Jillian,

Jill Carillo
4 days ago


Career Focus
Realizing Dreams


DEC

Match 60%
Functional Role Competencies
Needs Assessment

APR

Jill’s Current Role to New Role IT Design Manager
RATING

GAP

• Ask Questions
Indicator description.

x

• Collects Relevant Information

x

• Uses Systems



Market Understanding

RATING

GAP

Prospecting Management

RATING

GAP

Networking Strategies

RATING

GAP

©2014 TalentGuard


•

Manager
Employee

Tracking career goals
tied to a specific
career path.

•

6 minutes ago

Automatically being
able to see what
learning resources
are available to help
close the gap.

•

Jill Carillo

Receiving feedback
from a peer on the
development goal.

Jill Carillo
4 days ago

Jill,


• A clear career path, more than any other
consideration, is the primary driver for
employee satisfaction.
• Career Pathing kicks your business into
high-gear by helping you map out various
career paths for employees.
• Employees’ career goals are aligned with
your business goals and culture so both
parties get the most value out of the
relationship.

Appraisal Focus

Previews and Assessment
©2013 TalentGuard


How can we increase
feedback?


Performance Training Agenda
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

What performance reviews really are and why we have them
Why giving the right kind of feedback is critical
Myths about performance reviews
How the rating scale works in your company
Profiles of people who fit within each of the rating scale items
Setting objectives and cascading to employees
Employee’s job role responsibilities and how it’s evolved
How often to give performance feedback
Essential steps in dealing with issues
Effective documentation techniques
How to communicate both positive and negative feedback
How to encourage continuous communication
Common feedback mistakes and how to avoid them
Protocol / expectations for the formal one-on-one meetings
Kinds of feedback that will eliminate stress during the performance process
Strategies for handling corrective action
Effective documentation techniques (good and bad)
Tips for success
©2014 TalentGuard


My Career Dossier
• Performance components
generated in a single
document at your fingertips.
• Focus on the discussion
instead of scrambling to find
all performance feedback,
plans, examples, etc.

©2012 TalentGuard


Upcoming Events

Want a live demonstration of CloudSuite by TalentGuard?
One of our Talent Specialists will contact you to schedule a product tour.

©2014 TalentGuard


TalentGuard offers the most configurable, easy-to-use, and flexible cloud-based talent
management software suite combined with high-touch customer service.

59


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