In Part 2 of this series, we discussed ways to increase engagement in your organization through learning strategies. Providing a variety of learning opportunities for employees is critical, as is having a clearly defined approach to talent development. In a recent survey by the Conference Education Board, 65% percent of millennials stated that the opportunity for personal development was the most influential factor in choosing their current job. As the shifting focus of performance management embraces a forward-looking approach, development opportunities for employees is taking center stage in those discussions. In the final part of this series, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand will explore specific ways to shift performance discussions toward development, coaching and ways to encourage the career growth of your organization’s employees. Talent management professionals must be ready to have conversations that revolve around building skills and experience, career planning and helping team members network and succeed. Mr. Spake will share case studies and best practices from companies which have embraced employee development not as a trend, but as a talent and performance management priority.

1. Jeremy Spake, Principal Consultant
Emerging Trends:
Shift Your Performance Discussions Towards
Development for Growth

2. Today’s Speaker
Jeremy Spake, CCP, GRP
Principal Consultant, Performance and Compensation
Jeremy is responsible for providing thought leadership for
SaaS-based talent management by working with clients to
achieve business objectives through use of the Cornerstone
OnDemand (CSOD) suite of services.

3. • Annual Event
• Process-driven
• Focus on existing leaders
• Tenure-based
• Emphasis on Appraisal
Emerging Trends
3
Traditional
• Ongoing
• People-centric
• Focus on developing leaders
• Development on-demand
• Emphasis on Development
Emerging

4. •How have you changed your performance management process? select all
that apply
A. Eliminated use of forced distribution
B. Eliminated ratings
C. Replaced annual performance reviews with more frequent check-ins
D. Replaced annual goal setting with near-term goal setting
E. Separated performance discussions from compensation discussions
F. N/A – nothing so far
Polling Question #1
4

5. Recent Changes to Performance Management Approach
5
11%
14%
16%
18%
26%
57%
0% 10% 20% 30% 40% 50% 60%
Replaced annual employee performance goal setting with
near-term goal setting
Replaced annual performance appraisal discussions with
frequent and in-the-moment feedback
Eliminated use of rating scale (numerical and/or
descriptive)
Eliminated use of forced distribution
Separated performance discussions from merit increase
discussion
Not Applicable; We haven't changed anyting recently.
Source: 2016 Brandon Hall Group Performance Management Approach (n=269)

6. 2017 Priorities
6
• Engage your partners
• Foster communication
• Demonstrate accountability
• Rewards and recognition

7. “Goodbye Talent Management, Hello People Management”
Understand Your Employee
7Source: HCI Internal Mobility Research 2014
47%
Agree that it is easier
for an employee to
find a job outside of
our organization than inside
it.
89%
Agree that hiring is less
expensive from within
the organization.
86%
Agree that it is
faster from within
the organization.
60%
Agree that employees
promoted from within
perform better.

8. •What is the focus of your performance and development program?
A. Develop Strengths
B. Correct Weaknesses
C. Not Sure
D. Other
Polling Question #2
8

9. • Context is critical
• Develop the whole person
• Treat development as a journey
• Service promotes purpose
Performance Management & Development Philosophies
9Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
49%
OF ORGANIZATIONS SAID
THEIR PERFORMANCE
MANAGEMENT PHILOSOPHY
IS BASED ON DEVELOPING
EMPLOYEE STRENGTHS

10. • Trend of “check-ins” will drive dev
discussions
• Employees at the intersection of career
mgmt. and development
• Small team structures
• Provide leadership opportunities early in
career
• Teach managers to manage projects and
people simultaneously and individually
• Provide “career coaches” / “mentors”
• Hackathons – collaborative development
People & Process Development
10
Talent
• Invisible L & D
• Digitize
• Reduce levels in your job architecture – reference
market trends
• Looking at the past and providing guidance for
future (windshield)
• Ensure efficient operational processes
• Build the talent system
• Understand, manage and improve the employee
experience
Organization

11. Case Study: YUM!
11Source: Brandon Hall Group 2017 Silver Award Report

12. Case Study: YUM!
12Source: Brandon Hall Group 2017 Silver Award Report

13. Development is Imperative
13
• Develop leaders who can
drive real change
• Build a pipeline of ready-
now leaders
• Create an engaging
culture
• Lead with purpose and
sustain superior results
58% 74% 51%
Of employees think
college graduates are
not adequately prepared
for the workforce
Of businesses report
persistent shortages of
talented mid-level
managers
Of businesses report that
they still don’t have
enough talented
executives
More people and skills to develop
Source: McKinsey & Co. Education to Employment 12/2012. Bersin by Deloitte, Developing 21st Centruy Leaders 11/2011

14. Leadership Development Priorities
14
8%
6%
7%
12%
16%
22%
29%
9%
12%
15%
14%
16%
16%
19%
10%
14%
16%
13%
13%
16%
18%
Becoming more purpose and values driven
Diversifying the leadership pipeline
Driving engagement
Accelerating time to performance
Driving culture change
Filling gaps in your leadership pipeline
Developing leaders to drive strategic change
Rank the most important leadership development priorities in
your organization.
Series 1 Series 2 Series 3
66%
54%
39%
38%
32%
27%
45%
Source: 2016 Brandon Hall Group Performance Management Approach (n=269)

15. •First-level leaders
•Mid-level leaders
•High-potential leaders
Develop Leaders
15Source: Korn Ferry, Real Life Work 2016

16. •Activities & Projects
•What Next?
•What does success look like?
•Connecting to business goals
•Self-evaluations
Clear Expectations
16

17. Case Study: BAE Systems
17

18. Case Study: BAE Systems
18

19. •How would you describe your internal coaching and mentor program?
A. A defining benefit
B. Effective development coaches in place
C. No Training
D. Not Sure
Polling Question #3
19

20. Manage Like a Coach
20Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
Effective
development
coaches, 23%
Defining benefits,
45%
Don't know, 5%
No training, 27%
EXISTENCE OF A COACHING CULTURE

21. •Check In
•Manage Obstacles
•Evaluate Strengths & Opportunities
•Manage like a coach
•Look ahead
Continuous Development
21

22. Case Study: Isbank - Turkey
22

23. Case Study: Isbank - Turkey
23

24. •Skills check
•Personal brand
•Networking
•Career Planning
•Exploring Skills & Interests
Develop
24

25. Case Study: T-Mobile
25

26. Case Study: T-Mobile
26

27. •What development programs do you currently have in place for
employees in your organization? select all that apply
• A) Stretch assignments
• B) Project lead
• C) Role expansion
• D) Rotation
• E) Formal skill development
• F) Other
Polling Question #4
27

28. •Pay Decisions Based on:
• Employee’s performance against individual goal plans
• Employee’s performance in comparison to peer group
• Organizational budget
• Market data – both internal and external
Decoupling Compensation and Performance Discussions
28

29. •Collaborate with and engage partners
•Enable collaborative and social learning environments
•Use experiential development methods
•Incorporate metrics and feedback tools
•Communication is critical
•Internal developmental coaching programs
Best Practices
29

30. •Connect development strategy to business strategy
•Embed change throughout the organization
•Make development programs contextual and relevant
•Encourage a sense of purpose and mission
Summary
30

31. • Part I: Diagnose, Discern, Develop
• January 16
• Part II: Learning Strategies
• Feb. 16
• Part III: Development
• March 15
Elements of Effective Performance Management
31
Performance
Management
Learning Strategies
Diagnose, Discern
Develop
Development

32. Questions?

33. Jeremy Spake, CCP, GRP
Principal Consultant, Cornerstone OnDemand
M: 206-755-4194
Email: jspake@csod.com
LinkedIn: www.linkedin.com/in/jeremyspake
Contact
33

34. Thank You!