encouraging year-round adoption and engagement of the performance management process

©2014 TalentGuard

Kickstart 2014! Encouraging Year-round

Adoption and Engagement of the Performance

Management Process

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Your Presenter

Linda M. Ginac President and CEO

TalentGuard, Inc.

Author of Fake Perfection and

Professional in Career Management System

©2014 TalentGuard © 2

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©2012 TalentGuard

Meet

Sarah

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A.K.A...

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©2012 TalentGuard

Ms. HR

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©2013 TalentGuard

Frank Jasper Projects &

Technology Director

PROFILE

Energy Company – Oil and Gas

Provide petroleum and natural gas

exploration and extraction technology.

Public Company

1700 Employees

Struggling to retain petroleum engineers and

other oil and gas workers due to competition,

salary hikes, and perks.

1975 2011-2014

Company Founded

State-of-the-art Innovation

Rapid International Expansion and Growth

2000

Roger Smith Upstream

International Director

Tracy Allen Plant Manager

EnergyCentral ©

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©2012 TalentGuard

Sarah received

feedback from

managers and

employees that

the performance

management

process is

ineffective.

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©2013 TalentGuard The process is antiquated and doesn’t serve the needs of the next generation. ©

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Let’s take a look at

EnergyCentral’s

current process.

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©2012 TalentGuard

Current Program

Used Two Templates:

• One for managers

• One for individual contributors

Manager-Driven Appraisal

• No self-appraisal as part of the

review program

Two Areas Assessed:

• Major responsibilities (generic

and not reflective of role)

• Behavior / Capabilities: (based

on corporate values)

• Five point rating scale

Usage:

• Used solely for annual merit

increases.

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©2012 TalentGuard

Current Program

Development Planning:

• Occurred at the same time as

appraisal. Employees sent

managers input.

Feedback and Recognition:

• Manager and employee only

have one small box to provide

feedback and recognition.

Objectives – Company

Alignment:

• Employee and manager have

no insight into how this

employee’s (role/

performance/development) fit

with corporate objectives.

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©2012 TalentGuard

Current

Process

Program Launch Email from HR

One-on-One Meetings

Reminder Email and Review

Submission Due Date

Reminder Email from HR

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©2013 TalentGuard

Employees want career development, not just merit

increases. Reviews are shelved and never looked at

once complete.

ARG!

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©2013 TalentGuard

Sarah had to overhaul

the performance

management process

for 5 reasons.

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1. Manual, stand-alone appraisal process that is not tied to

company goals and performance

2. The overemphasis on the quantifiable metrics in goal

agreements.

3. Infrequent feedback and communication between manager

and employee; doesn’t allow for group feedback

4. Lack of employee career development discussions

5. No visibility into how employees are performing against

the goals


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©2014 TalentGuard

Sarah had a team member research white papers, blogs, industry reports, etc.

to identify best practices for performance management.

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What’s the best way to

track goals?

What should we measure during the

performance process?

How often should we

measure performance?

How can we increase

recognition and feedback? ©

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What should we

measure during the


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©2012 TalentGuard

Job-

Based

Skills

Values/

Behavior

Corporate

Objectives

Knowledge Self-

Appraisal

Manager-

Only

Appraisals

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Focused

Flexible

Exte

rnal

Inte

rnal

Individual Team

Subje

ctiv

e-

Qualit

ative

Obje

ctiv

e-

Quantita

tive

Does Organizational Culture Affect Performance | Professional Services Journal, 3/2012

Competitive results-driven, competitive, and

goal-oriented

unified by an emphasis on winning,

reputation, and success

10%

Sales and Product Driven

Controlled Structured, formal, and power at top

success means dependable delivery,

smooth scheduling, and low cost

10%

Org Strategy Here

Creative dynamic, entrepreneurial,

and creative

embraces innovation,

risk-taking, and teams

20%

Research and Development

Collaborative open, friendly, relationships

and sharing

values teamwork,

participation, and consensus

60%

Marketing and Customer Satisfaction

Energy

Central

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©2014 TalentGuard

Competitive Lots of individual recognition for

“special” employees

Sink or swim approach

Lack of manager employee feedback

Year-end surprises

Specific career development – most

moves are upward

Damaged relationships due to trust

Controlled

Disciplinary approach

Lack of individual recognition

One-directional appraisal & feedback

Directive career development –

focused on specific training

Employees don’t feel empowered

Creative

Appraisals driven by team leaders

Lacks consistency

Mostly informal

Lots of cross functional teams

Don’t like formal rating systems

Co-operative career development –

learning by doing

Collaborative

Individual contribution can suffer over

team attainment

Moderate manager employee feedback

Need to combine formal and informal

appraisal

Lateral-focused career development

Focused

Flexible

Exte

rnal

Inte

rnal

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Based on this

org. behavior,

what are best

practices for

measurement? ©2014 TalentGuard ©

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©2014 TalentGuard

Competitive

Corporate Objectives

Individual Objectives

Interim Review

Year-end Review

Controlled

Behavior

Corporate Objectives

Team Objectives

Individual Objectives

Quarterly Review

Year-End Review

Creative

Values

Individual Development Plan

Year-end Review

Collaborative

Behavior/Values

Team Objectives

Job-Based Skills

Individual Development Planning

Interim Review

Year-End Review

Focused

Flexible

Exte

rnal

Inte

rnal

Individual Team

Subje

ctiv

e-

Qualit

ative

Obje

ctiv

e-

Quantita

tive

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How often should we

measure and track the


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©2013 TalentGuard

What do employees think?

Annually Bi-Annually Four + Times a Year

Employees lack

engagement and have

less trust in the

process.

Employees were most

engaged with two

formal reviews,

informal check-ins

regularly and an

informal interim

review.

Employees were no

more engaged than

with bi-annually, but

more frustrated over

administration of the

process.

1. Employees were able to assess their manager during the

appraisal process

2. Regular career development discussions with managers

Employee Engagement increased dramatically when

two conditions were met:

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©2012 TalentGuard

Sarah designed a process to measure

performance and foster engagement.

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A few words about

tracking goals…

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©2014 TalentGuard

Business Attainment vs. Realizing Dreams

Goals

Career

Personal

Individual

Team

Shorter-term

Metric & KPI

Driven

Longer-term

Career Pathing

and Personal

Growth

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©2013 TalentGuard

Focus on attainment and dreams to ignite

the business through career engagement.

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Objectives Focus Business Attainment

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Ultimate Goal: Dashboard and Reporting to drive accountability

and transparency at the organizational & individual levels

Executive

JUL

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1. Clearly

defined goals

that can be

cascaded to

appropriate

teams and

individuals

Executive

Manager

Employee

NOV MAR

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• Drill down multiple

layers deep within

a manager’s span of

control to obtain

the level of

information to

meet his/her

needs.

Employee

Manager ©

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• Interactive

goals that

allows for

feedback and

recognition

by manager,

peers and

other

stakeholders.

• Status and

updates

tracking

• YEAR

ROUND

Employee

Manager ©

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• Track goal type (i.e.

performance, career,

personal, disciplinary)

based on reviews

• Drill down into the

goal to add feedback,

recognition and

status updates.

Employee

Manager

Jill Carillo 6 minutes ago

Jill Carillo 4 days ago

Jillian,

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Career Focus Realizing Dreams

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©2014 TalentGuard

Jill’s Current Role

(IT Service Designer)

AUG

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Jill’s Current Role to New Role IT Design Manager

Needs Assessment RATING GAP

• Ask Questions

Indicator description.

• Collects Relevant Information


• Uses Systems


Match 60%

Functional Role Competencies

Market Understanding RATING GAP

Prospecting Management RATING GAP

Networking Strategies RATING GAP

x

x

©2014 TalentGuard

DEC APR

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• Tracking career goals

tied to a specific

career path.

• Automatically being

able to see what

learning resources

are available to help

close the gap.

• Receiving feedback

from a peer on the

development goal.

Employee

Manager

Jill Carillo 6 minutes ago

Jill Carillo 4 days ago

Jill,

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• A clear career path, more than any other consideration, is the primary driver for employee satisfaction.

• Career Pathing kicks your business into high-gear by helping you map out various career paths for employees.

• Employees’ career goals are aligned with your business goals and culture so both parties get the most value out of the relationship.

©2013 TalentGuard

Appraisal Focus Previews and Assessment

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©2013 TalentGuard

Closing the loop on the annual manager /

employee performance process.

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Need to use information

to drive change and

incremental improvements.

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©2013 TalentGuard

#1 Requirement: Manager’s must be

trained appropriately.

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What knowledge

and skills must

managers have to

be effective?


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• What performance reviews really are and why we have them

• Why giving the right kind of feedback is critical

• Myths about performance reviews

• How the rating scale works in your company

• Profiles of people who fit within each of the rating scale items

• Setting objectives and cascading to employees

• Employee’s job role responsibilities and how it’s evolved

• How often to give performance feedback

• Essential steps in dealing with issues

• Effective documentation techniques

• How to communicate both positive and negative feedback

• How to encourage continuous communication

• Common feedback mistakes and how to avoid them

• Protocol / expectations for the formal one-on-one meetings

• Kinds of feedback that will eliminate stress during the performance process

• Strategies for handling corrective action

• Effective documentation techniques (good and bad)

• Tips for success

©2014 TalentGuard

Performance Training Agenda ©

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My Career Dossier

• Performance components

generated in a single

document at your fingertips.

• Focus on the discussion

instead of scrambling to find

all performance feedback,

plans, examples, etc.

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Upcoming Events

Want a live demonstration of CloudSuite by TalentGuard?

One of our Talent Specialists will contact you to schedule a product tour.


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https://www1.gotomeeting.com/register/946481577

http://www.talentguard.com/content/request-demo

https://www1.gotomeeting.com/register/946481577

TalentGuard offers the most configurable, easy-to-use, and flexible cloud-based talent

management software suite combined with high-touch customer service.

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encouraging year-round adoption and engagement of the performance management process

Business

ceo talentguard

talentguard generation

goals2014 talentguard

standalone appraisal

employee doesnt

group feedback

infrequent feedback

review program