From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared: The need to transition from compliance-focused to engagement-centric HR How the “sprint” business paradigm conflicts with an annual performance process Core principles for a new performance management model Four good transformation starting points Change readiness model and process checklist for transforming your process

1. PERFORMANCE
MANAGEMENT
Driving Performance Through Everyday Conversations

2. PERFORMANCE
MANAGEMENT
Driving Performance Through Everyday Conversations
Deidre Paknad, Workboard CEO
Workboard provides apps to help managers
and leaders share short-range goals, align
and simplify execution, and coach their
teams to great results.
THOUGHT LEADER SERIES

4. Alicia Mandel
Chief Learning Officer &
VP Organization Development
GUEST SPEAKER
For the last six years Alicia has led Apollo Education Group’s learning, organizational develop-
ment and executive succession planning programs as Chief Learning Officer, Vice President,
Learning and Organizational Development. As a key member of Apollo’s Human Resources
leadership team, she is instrumental in driving the company’s organizational capabilities
across a diverse employee base with operations across the U.S. and abroad.
A recognized industry expert in learning and change management, Alicia is building a culture
that is aligned with Apollo’s high-performance and growth objectives. At Apollo, she intro-
duced the Apollo Core Values as well as EPIC, a social media reward and recognition platform.
In addition, she streamlined the company’s Learning function to ensure it is designed to meet
its objectives and create the necessary ROI.
Prior to Apollo, Alicia worked at The United States Olympic Committee (U.S.O.C.) as Director
of Learning and Leadership and acting Chief Human Resources Officer. Alicia also spent 10
years in the Human Resources division of American Express in New York, where she was
Director of Employee Engagement.

5. History of HUMAN RESOURCES

6. Why Do WE CARE about that
Compliance Engagement

7. What WE NEED today:
Strategic Understanding Core Values
Enabling Tools Opportunity
Informed Employees
Inspiring Leaders

8. So WE NEED to CHANGE
FROM: TO:
A systems driven approach to performance
management
A conversation driven approach to performance
management enabled by a system.

9. So WE NEED to CHANGE
FROM: TO:
A systems driven approach to performance
management
Performance discussions happening a finite
times throughout the year.
A conversation driven approach to performance
management enabled by a system.
A fluid system of conversations based on real
time feedback and workload.

10. So WE NEED to CHANGE
FROM: TO:
A systems driven approach to performance
management
Performance discussions happening a finite
times throughout the year.
Goals that are set in the beginning of the year
and close at the end of the year
A conversation driven approach to performance
management enabled by a system.
A fluid system of conversations based on real
time feedback and workload.
A goal setting process that understands that things
can (and do) change all throughout the year

11. So WE NEED to CHANGE
FROM: TO:
A systems driven approach to performance
management
Performance discussions happening a finite
times throughout the year.
Goals that are set in the beginning of the year
and close at the end of the year
Goals that are only visible and aligned with the
bosses goals, not allowing for cross functional
goal setting.
A conversation driven approach to performance
management enabled by a system.
A fluid system of conversations based on real
time feedback and workload.
A goal setting process that understands that things
can (and do) change all throughout the year
Goals that can be seen by anyone and aligned to
anyone across the organization

12. So WE NEED to CHANGE
FROM: TO:
A systems driven approach to performance
management
Performance discussions happening a finite
times throughout the year.
Goals that are set in the beginning of the year
and close at the end of the year
Goals that are only visible and aligned with the
bosses goals, not allowing for cross functional
goal setting.
Spending lots of time “doing the process”, rather
than lots of time “driving performance”
A conversation driven approach to performance
management enabled by a system.
A fluid system of conversations based on real
time feedback and workload.
A goal setting process that understands that things
can (and do) change all throughout the year
Goals that can be seen by anyone and aligned to
anyone across the organization
A system that enables leaders and HR to spend
more time on conversations and less time
managing data and calibrating information.

13. POLLING QUESTION
How many people feel now is the time to change the
way we manage performance in the organization?

14. New BUSINESS PARADIGM: Creating Tension
The Business is
saying: SPRINTs
Performance Management
Process covers one year
Outcome

15. New BUSINESS PARADIGM: Creating Tension
The CEO/COO/CHRO
are saying:
Employees
are saying:
Outcome

16. 1. Leadership Alignment
2. Communications
5. Organization & Cultural Alignment
6. Measurement
4. Learning and Education
3. Stakeholder Engagement
Align leaders on future vision and the case for change
Enable leaders to actively and visibly support and role-model change
Build awareness and understanding about the case for change, what it
means and what people need to do differently
Provide critical information, share progress and promote success
Engage stakeholders directly and indirectly ; top-down and bottom-up
Leverage “ambassadors”, change agents, project leaders, and key
influencers
Identify ways to incentivize and reinforce desired behaviors &
commitment
Design / execute surveys and other feedback mechanisms to gauge
change adoption and change management effectiveness over time
Design and deploy training related to acquiring new skills and
capabilities, learning new processes, policies, systems, etc.
While it may be “COOL & TRENDY”
to get rid of the rigid Performance Management Process
altogether, not every organization is ready for that.

17. While it may be “COOL & TRENDY”
to get rid of the rigid Performance Management Process
altogether, not every organization is ready for that.
Some process considerations:
❑ Does a Performance Mgmt Process (PMP) exist in some form today?
❑ If it exists, do the leaders spend more time on the process or in the process? Meaning, is more time spent on filling out
forms or having dialogue/discussions?
❑ Is the PMP a driver of the compensation process, does it support the compensation process or is it independent of the
compensation process?
❑ Do leaders have the skills to have good performance conversations such that their people know where they stand?
❑ Does the current process focus both on what was done (goals) and how it was done (competencies and values)?
❑ Does the organization use a rating scale and distribution curve to categorize performance? Is compensation tied to those
ratings?
❑ Does the organization use a “forced distribution”? Is there an effort to “right-size the curve”?
❑ Where do your executives stand? Do they “like it the way it is”, do they believe it needs to change, or do they care at all?

18. Managing the CHANGE
Active Supporter
Overt Covert

19. ALL or NOTHING? NO WAY!

20. Some IDEAS
Move from “the system
IS the process”, to
“the system enables
the process”.
Remove the
numerical
rating scale.
Focus on improving
1x1 discussions.
Change the
way you think
about goals
1 to 10

21. Stakeholders KEY NEEDS
CEO/COO &
Executive Team
Human Resources Managers Employees

22. Based on what we just discussed, how ready is your
organization to make a change?
A. All In!
B. Not ready for the whole thing, but I think we can make
some major shifts that will drive improved performance
C. We can start dripping in pieces of improved dialogue, but
we’re not ready to make any real change to our process
D. Nope, nowhere close
POLLING QUESTION

23. CORE PRINCIPLES for Creating of New Process
As we build out a new Process, we are relying on these core principles to
drive decision making:
• The CONVERSATION is the priority – not the system
• TRANSPARENCY – we must be able to share information and trust that everyone will treat the information with care
• APPEAL TO THE MASSES – we will not punish the many for the mistakes of a few – if most people can do it, we’ll
assume everyone can, and we’ll manage the exceptions (help people be smarter, not force everyone to be dumber).
• SIMPLE – the process must be easy to understand and the system easy to use
• The process WILL BE FLUID – conforming to the way work happens
• The process WILL DRIVE THE SYSTEM, not the other way around.
• The process will DRIVE COLLABORATION, not hinder it.
• The process itself is not the end state – ENABLING GREAT PERFORMANCE is.

24. PERFORMANCE MANAGEMENT is
A DRIVER of many other things:
Employee
Engagement
Meeting /Exceeding
the goals
Retention of high performers &
the ever important “B” players
High organizational
Performance

25. Next STEPS
1
Identify your Key Stakeholders,
and what their key needs are.
2
Ask yourself the key questions to identify
organizational readiness.
3
Decide what part of the process
you are ready to improve.

26. QUESTIONS
&
CONVERSATION

27. LET'S CONNECT
Alicia Mandel
alicia.mandel@Apollo.edu
602-557-1757
Chief Learning Officer, VP, Organizational Development

28. Change Agents: Know Thy Audience 1
Change Agents:
Know Thy Audience
5 Things you need to know to win
hearts and minds faster
People don’t accept and embrace change at the same
pace or for the same reasons; resistance is inevitable.
Thank you and ADDITIONAL RESOURCES
Connect, Calibrate and Coach
A Simple Formula for Great 1on1s