Performance Management Monitor and Support employees´ performance and development so that they maximize their contribution to the company in the short and long term Anders Lisnell Seniorkonsult © 2011 Right Management. All Rights Reserved. Performance Management Model 2 © 2011 Right Management. All Rights Reserved. Vad sker om vi inte har mål? Gemensamt mål och riktning ger mer kraft… 1 2 3 4 5 6 7 8 Strategi Fokusområden Goal Setting Action Steps 5 1 Prepare 2 Align 3 Draft Goals 4 Prioritize 5 Plan Activities © 2011 Right Management. All Rights Reserved. Analysis of Business Situation: SWOT I N T E R N A L E X T E R N A L 6 STRENGTHS WEAKNESSES What do we do well that provides us with an advantage relative to industry benchmarks? Where do we have significant deficiencies when compared to industry benchmarks? OPPORTUNITIES THREATS What favorable possibilities in the market/external environment indicate opportunities for our business? What conditions in the market/ external environment could negatively impact or potentially damage our business? © 2011 Right Management. All Rights Reserved. Align (example Customer Service Dep) Strategic Initiative: Business/Division: Be the provider of choice Provide outstanding customer service Work Unit/Department: Improve customer satisfaction by x% as measured by customer satisfaction survey Individual: Resolve 95% of inquiries within 24 hours Individual: Answer all phone calls within three rings 7 © 2011 Right Management. All Rights Reserved. Effective Goal Statements 8 S pecific M easurable A ligned / Accepted/ Ambitious R ealistic T ime-bound © 2011 Right Management. All Rights Reserved. GÅTA: Hur äter man en elefant? Performance Management Model 10 © 2011 Right Management. All Rights Reserved. Exercise: Performance Reviews What is the most difficult aspect of the performance review discussion for you? 11 © 2011 Right Management. All Rights Reserved. Four Phases of the Performance Review 1 Gathering information on performance 2 Evaluating performance 3 Preparing for the performance review discussion 4 Conducting the performance review 12 © 2011 Right Management. All Rights Reserved. Evaluation: What & How Objectives WHAT Exceeded Expectations Fully Met Expectations Partially Met Expectations 3.1 3.2 3.3 Superior results, unsatisfactory behaviors Superior results, good behaviors superior results & behaviors 2.1 2.2 2.3 Good results, unsatisfactory behaviors Good results & behaviors Good results, superior behaviors 1.1 1.2 1.3 unsatisfactory results & behaviors Unsatisfactory results, good behaviors Unsatisfactory results, superior behaviors Partially Met Expectations Fully Met Expectations Exceeded Expectations Values & Behaviors HOW Distribution Guidelines 2005 - remain unchanged The below percentages are not a forced distribution, however, divisions will be responsible for calibrating the performance of their populations recognizing that these guidelines exist and within the assigned budgets. 70 50% - 70% 60 50 40 30 20% - 25% 20 10 0 1 4 28.01 .2011 5% (1.1) (1.2) 5% - 10% (1.3) (2.1) (3.1) (2.2) (2.3) (3.2) (3.3) Performance Ratings n Reflection Describe the most effective performance review you have conducted/you have received. – Why was it effective? ”They may forget what you said, but they will never forget how you made them feel” Carl W. Buechner Performance Management Model 20 © 2011 Right Management. All Rights Reserved. EXERCISE: 5 MIN WHAT DO MANAGERS WHO ARE EFFECTIVE “DEVELOPERS” OF THEIR PEOPLE DO? Individually, think of managers who are effective “developers” of people. - What are the characteristics and behaviors of these managers? - What do these “developers” do and how do they do it? Share with person sitting next to you! 21 9/18/2013 Right Management Presentation Coaching for Development Model Self Insight and Feedback from others Needs, Expectations, and Realities of the Organization Development Goals, Plans, and Implementation 22 © 2011 Right Management. All Rights Reserved. Looking Inward • Helping direct report analyze his/her strengths and areas for development • Giving feedback on behavior, impact, and perceptions of others • Helping the direct report gain insight on values, interests, and career aspirations 23 © 2011 Right Management. All Rights Reserved. Looking Inward Self Insight & Feedback from Others Looking Outward • Helping the direct report think through the direction and needs of the organization • Helping the direct report “learn the ropes” • Providing a reality test for perceived opportunities • Acting as a sounding board • Explain role expectations 24 © 2011 Right Management. All Rights Reserved. Looking Outward Needs, Expectations, & Realities of the Organization Looking Forward • Advising on development plans & career goals • Identifying developmental activities and co-creating action plans • Helping the direct report mold his/her future • Delegating authority & responsibility 25 © 2011 Right Management. All Rights Reserved. Looking Forward Development Goals, Plans, & Implementation Ref. Gunnebo Performance Management policy Individuell Utvecklingsplan Mina styrkor Utvecklingsönskemål/ambition Name _______________ Date ________________ Utvecklingsområden Handlingsplan i korthet för att utveckla detta. Tid och mätetal för uppnådd utveckling Performance Management Model 28 © 2011 Right Management. All Rights Reserved. Performance Coaching An ongoing process of: • Communication • Feedback • Recognition • Direction • Support 29 © 2011 Right Management. All Rights Reserved. Business in progress - Vad händer om chefen blir påkörd två veckor före årets utvärdering? 30 © IHM Business School 30 Progress report (example for Direct reports) Tre frågor att förbereda varje månad: För varje mål: • Vad är jag mest nöjd med att ha gjort för att nå detta mål den senaste månaden? • Vad planerar jag att göra den kommande månaden för att nå målet? • Finns det någon hjälp eller något stöd jag önskar från min chef för att nå målet? OBS: Medarbetaren förbereder avstämningen med sin chef och sammanställer det underlag som behövs. EXERCISE Development Planning Case study 1 ”Raising the bar” & Case study 2 ”The reluctant presenter” - What strategies do you use looking inward, outward and forward Footer Text 9/18/2013 32