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High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and Maximize Business Potential

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High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and Maximize Business Potential

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Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.

Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:

– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service

Performance management in the service industry is no easy task. You’ve got a lot of locations and higher-than-average turnover. Keeping frontline employees engaged, while developing your best ones for future management positions is not only a top concern for most companies, but also crucial to overall business success.

Check out our ‘High-Impact Performance Management’ webinar presentation, featuring our performance management expert, Dr. Chris Wright, and Flash Foods’ Training Manager, Michelle Davis, to receive 1 credit hour toward HRCI recertification and:

– Discover the 4 secrets to develop your top performers and build your leadership bench
– Hear how Flash Foods is increasing evaluation efficiency by 75% and saving 750 hours/year
– Uncover the 6 mistakes so many companies are making in the performance management process … and how to correct them
– Understand how increasing feedback can also increase employee engagement, retention and customer service

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High-Impact Performance Management: 4 Ways to Build Your Leadership Bench and Maximize Business Potential

  1. 1. Today’s Presenters Chris Wright, Ph.D. Founder, President & CEO Reliant Michelle Davis Training Manager Flash Foods
  2. 2. What We’ll Cover Today Why people dislike the performance review process Why performance feedback is so critical What the current trends in performance management are How to reinvent your performance management system to drive engagement How Flash Foods is using technology to increase performance results and retention
  3. 3. Live Poll How would you grade your company’s current performance management process?
  4. 4. How do HR leaders feel about their performance management processes? Source: Global Human Capital Trends 2015, Deloitte University Press
  5. 5. Look familiar?
  6. 6. Why?
  7. 7. Performance feedback is given infrequently or not at all The annual review process is a dated model. Annual reviews make it difficult for managers to remember behavior and work progress throughout the year.
  8. 8. Performance feedback is given infrequently or not at all Managers often provide as little feedback as possible for fear of not “doing it right” or saying something that could be used against them. Many organizations don’t hold managers accountable for delivering feedback to employees.
  9. 9. Measuring the wrong things
  10. 10. Companies do not measure the right things Most companies struggle to define core competencies. We over-complicate or over-simplify what is being measured. We struggle to integrate goals into the performance management process.
  11. 11. Focusing on the negative
  12. 12. Managers focus mostly on the negative Companies have not trained managers how to deliver performance feedback in a positive, constructive manner. Constructive criticism is given, but managers don’t work with employees to create development plans. Reviews become more about what employees are doing wrong rather than what they’re doing right.
  13. 13. People are not invested in the process
  14. 14. Managers are not invested in the process Reviews are a “copy and paste” from prior years. Assistants complete the review forms. Managers procrastinate until the last minute, and provide no written feedback to support ratings. They pass their own goals down to subordinates.
  15. 15. Forced distributions have tainted the process and lowered morale
  16. 16. Forced distributions have tainted the process and lowered morale Only allowing managers to give out a certain number of high scores Forcing managers to place employees into a normal distribution so that many high performers are rated as “average” or “underperforming”
  17. 17. Forced distributions have tainted the process and lowered morale Implementing across-the-board salary increases despite performance differences Rater bias is most prevalent here; managers rate and reward favorites highest
  18. 18. Using software that is overly complicated
  19. 19. Source: Guide Spark Survey, 2014 So why do performance reviews? 89% of employees say they want frequent performance feedback 89% of employees say they want their manager to be direct when giving feedback
  20. 20. So why do performance reviews? Develop & Manage Talent ● Identify strengths and weaknesses ● Identify potential leaders ● Spend training and development budgets wisely ● Identify capability gaps to drive hiring, training, succession Drive Business Value ● Improve customer experiences ● Improve services ● Make better products
  21. 21. Watch out for bad advice “Scrap reviews, you don’t need them … just do goals.” How a person accomplishes a goal is just as important as whether the goal gets accomplished! People can accomplish goals, but also leave a trail of scorched earth and burned bridges in the process.
  22. 22. Watch out for bad advice “Scrap reviews, you don’t need them … just do goals.” Rating people on critical behaviors and skills is very important - it just needs to be done right! Without reviews it is impossible to offer career progression advice and do succession planning well.
  23. 23. Is it time to reinvent the performance management process? Source: Deloitte University Press
  24. 24. Measure the right things Increase the frequency of feedback Simplify rating scales Use the right technology High-Impact Performance Management 1 2 3 4
  25. 25. 2014-2015 How Hourly Workforces Work Survey Results Switching from inconsistent feedback to a consistent quarterly review process increases high efficiency in controlling turnover rates and costs by 247% Hospitality businesses are most likely to have inconsistent and varied feedback processes. More than 1 in 5 hospitality employers don’t have a consistent feedback process in place.
  26. 26. 2014-2015 How Hourly Workforces Work Survey Results Increase in customer-service satisfaction when switching from a standalone performance management system to an integrated workforce management system Companies using a workforce management system for performance tracking report the highest customer-service satisfaction 12%
  27. 27. Measure the right things Only rate employees on behaviors/competencies that you are willing to invest money to develop. Eliminate ratings on behaviors/competencies that are truly irrelevant to streamline the process. Focus less on past behaviors and actions and more on future behaviors and goals (i.e. the “how” goals were accomplished). Place more emphasis on employee strengths.
  28. 28. Source: Gallup At work, I have the opportunity to do what I do best every day more likely to earn high customer satisfaction scores 44% more likely to have low employee turnover 50% more likely to be productive 38% Businesses whose employees chose “strongly agree” for this statement were:
  29. 29. Increase the frequency of feedback Make the process simple (short, mobile- friendly forms). Streamline review forms so that they require no more time to do quarterly than annual reviews. Review performance “when it happens.” Review people within 30-90 days of hire. Conduct targeted, simplified reviews more frequently (i.e. quarterly).
  30. 30. Source: Deloitte Global Human Capital Trends, 2015 Increase the frequency of feedback “At Deloitte we live and work in a project structure, so it makes sense for us to produce a performance snapshot at the end of each project. For longer-term projects we’ve decided that quarterly is the best frequency. Our goal is to strike the right balance between tying the evaluation as tightly as possible to the experience of the performance and not overburdening our team leaders, lest survey fatigue yield poor data.”
  31. 31. Simplify rating scales Include qualitative feedback with any behavioral rating to give employees a clear understanding behind the rating. Develop rating anchors that are “positive and developmentally-oriented.” Eliminate “forced- distribution” approaches.
  32. 32. Source: Deloitte Global Human Capital Trends, 2015 Simplify rating scales “Done poorly, performance management can not only waste valuable time, but also have a negative effect on engagement and retention. Done well, it can be one of the most inspiring and developmental events in an employee’s career, as well as drive performance improvements and organization-wide results.”
  33. 33. Use the right technology “More than 70% of our respondents are upgrading or have recently upgraded their core HR systems with new cloud platforms.” Source: Deloitte Global Human Capital Trends, 2015 Clients have reduced time spent on conducting performance reviews by 30- 60% using PERFORM™ and have improved the quality of the performance management process.
  34. 34. Headquarters: Waycross, GA Locations: 194 Employees: 1,700 Website: www.flashfoods.com
  35. 35. Challenges before performance management software ● Time-consuming, handwritten reviews ● Form-focused, rather than people-focused evaluations ● Inability to measure competencies ● Difficulty tracking performance throughout the year ● Lack of resources to build leadership bench
  36. 36. Custom evaluation form for each role Quick and easy adoption for all team members Goal-setting tools and progress tracker Skill competencies to encourage growth Custom career paths to develop leadership bench Performance Management Today
  37. 37. ROI 750 hours saved annually 75% increase in evaluation efficiency 5 competencies measured
  38. 38. “PeopleMatter isn’t just a solution provider; the company is also full of educators. They know that not every manager conducting reviews is a seasoned HR professional. The implementation team took the extra time to ensure we understood how to create customized competencies and rating scales that truly measure the performance of our team members effectively.” Michelle Davis Training Manager
  39. 39. Q&A Chris Wright, Ph.D. Founder, President & CEO Reliant Michelle Davis Training Manager Flash Foods
  40. 40. HRCI Program ID: 262830 Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) Today’s Webinar Sourcing Best Practices, featuring Indeed Tuesday, Jan. 26 at 1pm ET/10am PT Next Webinar

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