IDGSTUDY:WHAT’SWORKINGINPERFORMANCEMANAGEMENTDECEMBER12,2017

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YOURSPEAKERS

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BarbaraCallSeniorDirector,IDG

JoeLarocqueVicePresident,SoluIonsGuideSpark

Ifyou’dliketoshareanyoftheinsightsyoulearnthroughoutthewebinar,ourtwiZerhandleis@guidesparkandyoucanusethehashtag#GSWEBINAR

INTRODUCINGIDGRESEARCH

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IDGistheworld’sleadingtechnologymedia,dataresearch,andmarkeIngservicescompany,reachingtechbuyersandaudiencesin147countries.•  Media:Throughourwebsites,eventsandinternaIonalpublicaIons,IDG

providestheinsightsthattechbuyersneedtoputtechnologytoworkintheirprofessionalandpersonallives.

•  Dataresearch:Fromouraudiences’declareddataandtheirbehavior,wecreateauniquepictureoftheirpurchasingintent,idenIfyinghigh-valueprospectsforourmarkeIngclientsacrossmediaanddemandgeneraIon.

•  MarkeIngservices:WecreatecustomcontentwithmarkeIngimpactacrossdigital,video,mobile,socialandresearch,employingourinImateknowledgeofourclient’sgoals.

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Empowering HR to drive program

adoption and a better employee

experience by modernizing

employee communications

AGENDA

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TheBenefits&ChallengesofInformalPerformance

Management

CommunicaIngandachievingchangeusingaConsumer-

MarkeIngapproach

OCTOBER2017PERFORMANCEMANAGEMENTSURVEY

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October,2017PerformanceManagementSurvey:•  250HRDecisionMakers

•  250LineofBusinessManagers•  1,000Employees

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“Theredesignofperformancemanagementispickingupspeed:79%ofexecu:vesrateitahighpriority,upfrom71%threeyearsago,with38%callingtheproblem‘veryimportant.’”

-DeloiZeGlobalHumanCapitalTrends

ALIGNINGNEEDSOFBUSINESS&EMPLOYEEPACEOFDISRUPTIONACCELERATING

Only12%oftheFortune500companiesfrom1955ares:llinbusiness;lastyearalone,26percentfelloffthelist.

Howdowedesignanorganiza:onforspeed,agilityandadaptability?

Howdowemaketheorganiza:on

aSrac:vetothetalent/skillsneededforsuccess?

THEBUSINESSPushingforcon:nuousskilldevelopmentanddynamic

careers

AmongMillennnials,”abilitytolearnandprogress”isnowtheprincipaldriverofemployment

brand-Glassdoor

EMPLOYEE

PERFORMANCEMANAGEMENT

WHYCOMPANIESAREMAKINGTHESHIFT

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Q.3:Howlikelyareyoutobepromotedwithinyourcompanywithinthenext12months?Q.4:Howlikelyareyoutoleaveyourcompanyvoluntarilywithinthenext12months?Base1001employees:Informal787;VeryInformal214;Gender:425men,575women;Age:518<35,37535to49,11150orolder.

41%

27%

19%

41%

28%

19%

Youngerthan35

35to49

50andolder

EmployeeLikelihoodtobePromotedorLeave(Top2Box)

Promoted Leave

40%

28%

40%

27%

Men

Women

EmployeeLikelihoodtobePromotedorLeave(Top2Box)

Promoted

Leave

Millennialsareakeydriver

THECHALLENGES

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CAPABILITYFeedbackandCoachingskills

ACCOUNTABILITYAccountabilityforInformalRituals

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DESIGNIntegratedTalent

ManagementApproach

WHATEMPLOYEESTHINKABOUTINFORMALPM

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Thegood…

moresaIsfiedwiththeirjobs88%86%78%89%feelmoreposiIvelyabouthowinformaIonisshared

morelikelytorecommend

morelikelytosayfeedbackismoIvaIng

WHATEMPLOYEESTHINKABOUTINFORMALPM

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…Andthebad

saidinformalprocesswasn’tworkingwell28%55%57%62% highlyratedcompany’sabilitytoshareinformaIon

understandcompany’sapproachtoperformancemgt

thinkconversaIonsarefair

GETTINGABETTERRESULT

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•  Investinfeedbackandcoachingskills(notinnate)

•  Establishmutualaccountabilityforprovidingandaskingforfeedback

•  SettheexpectaIonthatfeedbackshouldbemulI-direcIonal–peers,managers,reports

MILLENNIALS

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Wantandexpectconstantfeedback

*22percentofrespondentsprovidedmorefrequentfeedbacktomillennialsthantootheremployees.Source:PearlMeyer,April2017;HRandcompensaIonprofessionalsfrom84businessesworldwide;providingdataon8,200+employees

WanttraininganddevelopmentopportuniIes

Wantamanagerwhoisinterestedintheircareergrowth

WanttounderstandhowtheirworkcontributestotheorganizaIon'smission

#1preferredtrainingmethod:Coaching

BRIDGINGTHEDISCONNECT

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INSPIREBuildmomentum&beginthejourney

EMPOWERLearn,buildcapabiliIes

&makedecisions

REINFORCESustainbehaviors

ValueProposiIon

Process&Systems

Programs&Policies

Roles&ResponsibiliIes

Competencies

Examples,Tips,Nudges

THEREALITY

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62%HRprofessionalsarestruggling

withhowtobuilduporganizaIonalcompetencyinfeedback&coachingskills

66%saymanagersneedmorecoachingandfeedback

training

64%sayemployeesneedabeZer

understandingoftheprogram’sgoals

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ExplosionofMobile&Digital

WORKISCHANGING

HRProgramComplexity

InformaIonOverload

DistributedWorkforce

ChangingDemographics

Employee-EmployerRelaIonship

Short-Form“Snackable”Content

INFORMATIONISCHANGING

MulIpleChannels

Mobile

Campaigns MulIpleFormats

EMPLOYEECOMMUNICATIONMUSTKEEPPACE

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EXTERNALMarkeIngAutomaIon

INTERNALEmployeeCommunicaIon

“ANALOG” DIGITAL CAMPAIGNS EXPERIENCES

EXAMPLE:PERFORMANCEMANAGEMENTCAMPAIGN

Email Text Embed Print Mail Intranet

MULTI-CHANNELAPPROACH

TheFeedback&CoachingPartnership

WhyFeedbackMaZers

AllAboutCheck-Ins

FeedbackRoles&ResponsibiliIes Askingfor

Feedback

What’sFeedback?

CoachingBestPracIces

WhyCoachingMaZers

CoachingaHigh

Performer

WhenCoachingIsn’tWorking

FeedbackConversaIons

Growth(Career)

ConversaIons

Q2:FEEDBACKCOMPETENCIES

Q3:COACHINGCOMPETENCIES

Q1:CONTEXT,INSPIRATION

Q4:CONVERSATIONS

FeedbackBestPracIces

ExpectaIon(Goals)

ConversaIons

3KEYSTOCOMMUNICATIONSUCCESS

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EmployeeEngagement&AdopIon

InsightsAnalyIcsandbestpracIces

CampaignDesignandDelivery

Topic-centeredmessagesdeliveredacrosschannelsoverIme

Consumer-GradeContentExperiences

MulI-formatcontent,dynamiclandingpages

ADDITIONALRECOMMENDATIONS

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COMMUNICATETOALLEMPLOYEES(notjustmanagers)Provideaconsistent

messagetoallthatbuildstrust,transparencyand

accountability

MEETEMPLOYEESWHERETHEYAREMakecommunicaIonsavailableinallplacesemployeesare(online,

offline)andintegrateintorelevantworkflows(TalentManagementsystems)

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COMMUNICATEYEAR-ROUNDCommunicateyear-roundtonudge

informalcheck-insandbuildcompetencies

overIme

Q&A

THANKYOU

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