3 ways performance management will change (2016)

3 WAYS PERFORMANCE MANAGEMENT WILL CHANGE IN 2016 June  14,  2016    

Robin Schooling, HR Executive and Strategist Eric Bauer, Product Marketing Manager, Globoforce

Robin Schooling

HR  Execu1ve  and  Strategist  

Eric Bauer Product  

Marke1ng  Manager  

AGENDA

•  Evolu1on  of  the  workplace  and  changing  needs  

•  Three  ways  performance  management  will  change  in  2016    

• Ac1on  items  to  maximize  performance  

WHAT DOES PERFORMANCE MANAGEMENT MEAN IN YOUR

ORGANIZATION?

PM IS NOT A SPECTATOR SPORT

MATCHING THE PM PROCESS TO THE WAY WE WORK

•  Pace/project  cycles  •  Matrixed  organiza1ons    •  Increase  in  cross-­‐func1onal  teams  and  

collabora1on  

Can  your  employees  trust  the  Performance  Management  process  as  it  is  today?    

Awkward

AWKWARD

INFREQUENT

SINGLE POINT OF FAILURE

Same Process, New Technology

SAME PROCESS, NEW TECHNOLOGY

COMPANIES DITCHING TRADITIONAL PERFORMANCE REVIEWS

2016

PERFORMANCE MANAGEMENT PROCESS IS DYNAMIC

•  Managers  are  clear  on  what  “good”  looks  -­‐  behaviors  and  performance  

•  Manager  acts  as  a  coach  •  Con1nuous  check-­‐in  conversa)ons  /  

Just-­‐in-­‐1me  feedback  •  Talk  strengths-­‐based  development,  

competencies  and  upskilling  in  addi1on  to  progress  on  tasks    

POSITIVE FEEDBACK IS CROWDSOURCED

•  Employees  are  ac1ve  par1cipants  •  Anyone  can  act  as  a  coach  •  More  fair  and  robust  view  of  

performance  

PERFORMANCE MANAGEMENT IS PERSONALIZED

Use  data  to  iden1fy  HIPOs  and  high-­‐performing  teams:  1.  What  are  the  capabili1es?  2.  What  are  they  doing?  3.  How  are  they  doing  it?  4.  Who  are  they  doing  it  with?  

PERFORMANCE AND SOCIAL RECOGNITION

Social  recogni1on  allows  you  to:    •  Gather  crowdsourced  peer  feedback  •  Reinforce  the  right  behaviors  and  

show  everyone  what  good  looks  like  •  Start  reviews  with  data  and  improve  

fairness  •  Capture  a  history  of  achievements  to  

reference  during  con1nuous  check-­‐ins  •  Check  performance  ra1ngs  against  

peer  posi1ve  feedback  •  Iden1fy  Hi-­‐Po’s  through  eyes  of  peers  

ACTION ITEMS

1.  Iden1fy  desired  outcomes  2.  Analyze  design  &  delivery  3.  Strengthen  the  drivers  of  success  

THANK YOU