The webinar presentation provided an overview of TIAA's journey to transform their performance management process. They found through employee surveys and workshops that the existing process focused too much on compliance and ratings. TIAA launched pilots to test eliminating formal mid-year reviews in favor of quarterly check-ins, setting "how" goals linked to competencies in addition to "what" goals, and a peer feedback tool. The changes aimed to reduce time spent on documentation by over 70,000 hours annually. Lessons included understanding employee needs, engaging stakeholders, and accepting that cultural change takes multiple years.

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It’s
Not
About
Ra6ngs,
It’s
About
Enabling
Employee
Performance:
TIAA’s
Journey

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John
Cendroski
Senior
Talent
Management
Advisor
TIAA
It’s
Not
About
Ra6ngs,
It’s
About
Enabling
Employee
Performance:
TIAA’s
Journey
Michelle
Shail
Manager
of
Talent
Management
TIAA

9. It’s Not About Ratings, It’s About
Enabling Employee Performance:
TIAA’s Journey
John Cendroski – Senior Talent Management Advisor
Michelle Shail – Manager, Talent Management
May 2016

10. Who is TIAA?
Facts and Figures as of Q1 2016 , see tiaa.org for more information
10

11. Why Transform Performance Management?
Performance
Management
Transformation
CHRO and HR
Leadership Team
Call to Action
Performance
Management Trends
in the External
Market
Employee Survey
Feedback on
Performance
Management

12. Understanding the Real Problem
Actions to understand the “problem”:
• Quantitative and qualitative analysis of employee survey data from
the last five years.
• Innovation workshop with employees from all business areas and
levels.
• Partnered with
o Data and insights
o Connections and guidance
• Conducted direct benchmarking with over 35 companies
o Focused and expedited our design and development
DirectBenchmarking
for:

13. Poll #1
What is your organization’s plan for performance ratings?
A. Our organization has already eliminated ratings, and we are very happy with
the change.
B. Our organization has already eliminated ratings, and we regret the change.
C. We are seriously considering eliminating ratings.
D. We have no plans to eliminate performance ratings.
E. I am not sure what we are planning.
TIAA CONFIDENTIAL. NOT FOR DISTRIBUTION. 13

14. Goal Setting
The Real Problem
The Wrong Question The Right Questions
ý Should we eliminate formal reviews
and/or ratings?
þ How can we develop a PM process that will
drive desired business outcomes?
þ What PM process will best fit our culture?
Set goals that are:
• Challenging and aligned to
strategies
• Dynamic and flexible in
duration (6 months, 18
months, etc.)
• Ongoing, both positive and
constructive
• Enhance manager capabilities
• Provide peer-to-peer and
upward feedback mechanisms
• Differentiate performance
• Transparent link to
compensation
• Eliminate perception of forced
distribution
Coaching &
Feedback
Reviews

15. Setting the Strategy for Performance Management
15
FROM
Compliance
Focus
Increase frequency of feedback &
coaching
TO Coaching Focus
Build manager capability
Incorporate accountability for both results
and behaviors
Simplify the system and process ; reduce
documentation requirements
Change Sponsors:
Performance Management Ambassadors | CHRO | Comp | Employee Relations | Legal | HRBPs |
HRIS | SVP Talent Management | Office of Business Effectiveness

16. Quick Wins
Quick Wins
• Bite-sized resources - one-page
conversation guides and bite-sized
videos
• Streamline system steps - less
required fields and approvals
• Consolidate resources - one-stop-
shop location

17. Quick Wins cont.
One-Page Conversation Guides Bite-Sized Videos

18. Performance Management Pilot
Approach to Change Management
18TIAA CONFIDENTIAL. NOT FOR DISTRIBUTION.

19. Pilots Approach
Pilots
1. Get Feedback Tool - peer-to-peer
feedback exchange tool
2. “How” (Behavior) Goals – linked to
Leadership Competency Model
3. Quarterly Check-Ins – eliminating
formal mid-year review

20. Pilot 1: Get Feedback Tool
• Feedback can be requested
in the form of open-ended
questions
• Employees select who
provides and who views the
feedback
• Feedback can be given
anonymously
• Feedback can be pulled into
reviews

21. Pilot 2: “How” (Behavior) Goals & Ratings
Employees
submit 3 to 5
Results Goals
Results
(What)
Goals
CHARACTERPEOPLEQUALITY
3 Behavior
(How) Goals
2016
Goals
Automatically Cascaded

22. Pilot 3: Quarterly Check-Ins
Promotes
ongoing
coaching and
feedback
Eliminates
formal Mid-Year
Review
Reduces
documentation
requirements
Employees save
1-3 hours and
managers 5-18
hours per year!
Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sept | Oct | Nov | Dec
Check-in & Goal Setting Check-in
2016
Check-in Check-in & YE Review

23. Poll #2
What is the estimated time saving for employees, managers and Human
Resources by eliminating the formal Mid-Year Review process?
A) 5,000 hours
B) 28,800 hours
C) 71,500 hours
TIAA CONFIDENTIAL. NOT FOR DISTRIBUTION. 23

24. Measures of Success
Quick Wins
• Usage metrics
• Feedback from users
• Connection to pilots
• Performance Management
Ambassador feedback

25. Measures of Success
Pilots
• Voluntary sign up
• Pre- and post-surveys to measure
impact of pilot
• Focus group feedback
• Performance Management
Ambassador feedback

26. Lessons Learned
Understand external trends AND what your employees want. Don’t jump on the
bandwagon without thinking through why you are making change and what the
desired results are that you want to accomplish.
Engage stakeholders early and often, including leadership.
Get employee buy-in – identify Ambassadors in the business to drive
your message.
Ask these 3 questions:
• 1. What business outcomes are you trying to drive?
• 2. What other HR processes are interdependent with the performance
management process? What guard rails do these connections provide?
• 3. What will best fit your culture?
Changes are not going to happen overnight. Resist the
temptation to expect results quickly. This is a multi-year change.
Lesson1Lesson2Lesson3Lesson4Lesson5

27. Group chat question
What’s the #1 piece of advice you would share for organizations thinking about
redesigning their performance management process?
TIAA CONFIDENTIAL. NOT FOR DISTRIBUTION. 27

28. Q&A
TIAA CONFIDENTIAL. NOT FOR DISTRIBUTION. 28

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