Performance Management Our journey. What got us here…won’t get us there.

Slides:



Advertisements
Similar presentations
Strategic Value of the HR Function Presentation by
Advertisements

Service Excellence & Competencies 21 February 2014 VPHC, Pontiac Land Group, 21 February 2014.
Maintaining Industrial Harmony at Work
Insert footer on Slide Master© University of Reading 2008www.reading.ac.uk Human Resources What do staff really want from a review process? Caroline Bryan,
1 redefining leadership: building tomorrow’s leaders today Nicole Pritchard Regional Manager, Talent Management, AXA Asia 4 June 2012.
Copyright© 2015 Trilogy Development. All rights reserved. Trilogydevelopment.com Assessment and Vision Exercise 1.Your company/firm has a culture of learning.
Talent Management at Kellogg
Citi’s Talent Practices: Emerging from the Financial Crisis
Company LOGO Leading, Connecting, Transforming UNC… …Through Its People Human Capital Management.
Global Talent and Global Mobility Maureen Potts Director, Global Mobility Programmes.
Westpac Banking Corporation ABN NEEOPA FORUM OCTOBER 2013 MAINSTREAMING FLEXIBILITY AT WESTPAC GROUP.
Performance Management and Development System - PMDS
Assessment GroupDepth of analysis and clarity of issues (4) Contextuality Practicability, Novelty of recommendtns (4) Quality of Presentation (Consistancy.
HR Tools in Managing Knowledge Elena Dojranska Slabev HR & Administration Director September, 2007.
Emerging Best Practices and Trends in Succession Planning
Strategic HR Management
Organisational Change Management Services: Insight and Capabilities
Prepare for Change Ideas for Today and Tomorrow. Change is inevitable: Internal Factors Aging infrastructures Aging workforce Projects vs. programs New.
AN INVITATION TO LEAD: United Way Partnerships Discussion of a New Way to Work Together. October 2012.
TALENT MANAGEMENT. Consider this…..at any one time 59% of employees will be open to working elsewhere.
Externally Limited Talent market – Competency gap of typical university graduates – Migrating for greener pastures is still on Post war economic growth.
Human resources reform: a people strategy for IFAD Liz Davis Director, Human Resources Division 8-9 July th Replenishment.
TEST With Johan Beeckmans
Focusing Performance Reviews On Future performance
Employee engagement Guide Global Human Resources June 2014.
Researches Relating Talent Mgt Feb 5, Why PS needs talent mgt From: Deloitte(2009) The Public Sector Talent Mgt Challenge: A conversation with Ian.
HR Practices For I/T Success. THIS REPORT PRESENTS I/S HUMAN RESOURCE PRACTICE RESEARCH FINDINGS WITH THE FOLLOWING OBJECTIVE Understand HR practices.
TheEssentialsof Talent Management. Talent Management: What is it? Alignment of employees with business priorities to deliver greater performance and results.
SHRM Thought Leaders Conference Scottsdale, AZ October 5-6, 2009.
Performance Management in the Professions 2015: research and findings David Meagher Head of Analytics.
FINANCE - A Workforce Strategy for a High Performance Culture Delivering excellence, Engendering trust, Stimulating Innovation, Exemplifying leadership.
Employee Engagement: The Key to Organizational Success
Managing Talent MANA 4328 Dr. Jeanne Michalski
People Priorities Framework
Agenda -Why performance management? -What is the process? -How to make it work? -Value alignment / top down drive -Linking rewards and development -Aspects.
R 0 G125 B 177 R 78 G 47 B 145 R 185 G 50 B 147 R 245 G132 B 107 R 255 G234 B 83 R 123 G193 B 67 R149 G169 B 202 Goal Setting Guide 2015.
Leadership Development MANA 5350 Dr. Jeanne Michalski
Aligning Routine Activities with Strategy 24 June 2015.
MDA Leadership Consulting
Margaret Turner Sr. Consultant, Leadership Succession Management Creating a Sustainable Systematic Approach for Leadership Succession Management.
The Business Case for Executive Assessment : Why Assessment in Challenging Times Can Enhance Productivity and Be a Talent “Game Changer” Linda Sharkey,
Measuring Development Impact: Beyond Satisfaction Deloitte Services LP Janelle HughesJohn DeVille Development LeaderTalent Analytics Manager.
Management Development. Manage Human Capital to measure and improve performance in the workplace.
© State Parkway Partners, LLC The Performance Management Paradigm Shift From Gotcha to Gets It.
STRATEGY IMPLEMENTATION - REWARD & DEVELOPMENT SYSTEMS.
Identify, Develop and Retain High Performers
Human Resources Office of 1 Summary of Results College of Design Dean’s Reports.
© 2015 ASPCA ®. All Rights Reserved. Succession Planning & People Development Practical Tools for Managers Cheryl Bucci - Vice President, Human Resources.
Unifying Talent Management. Harnessing the Power of Workforce Intelligence in Talent Planning to Drive Business Performance.
Managing Talent – Maximizing Your Employee’s Potential 3 rd SACCO LEADERS’ FORUM Monique DunbarLorri Lochrie Communicating Arts Credit UnionCentral 1 Credit.
HSA Performance Management Program 2016 Performance Development Plan.
How are we doing?. 468 companies in every major industry, globally 531 HR & non-HR executives HR leaders (104), business leaders (155) Top strategic.
October 1, 2015 v.1 Organizational Readiness Phase Two Presentation to the Chief Human Resources Officers October 1, 2015 Talent Management Consortium.
The benefits of skills-based hiring
Performance Management Transformation: Cargill’s Case Study
Nikki Hall, Chief HR Officer
Nicole Cummings Human Resources Manager Cakebread Cellars
Talent Management – Getting it Right
Feedback/Performance Review and Compensation Process
Strategy: The Totality of Decisions
Building Better IT Leaders from the Bottom Up
HR Business Partner Individual Development Plans
Leadership Development
People Lead: This is the visual representation of our model. This model supports and reinforces our definition of leadership - achieving results, with.
KEY INITIATIVE Finance Function Management
Pay for Performance Project support overview Presenter's Name
Workforce Planning Project support overview Presenter's Name
Sales strategy Project support overview Presenter's Name
SDHR Forum Peter Kim VP, Culture and Counsel.
I4.0 in Action The importance of people and culture in the Industry 4.0 transformation journey Industry 4.0 Industry 3.0 Industry 2.0 Industry 1.0 Cyber.
Presentation transcript:

Performance Management Our journey

What got us here…won’t get us there

New Bold Growth Goal Has Implications 3 “Build muscle” and “Get fit to compete” Address structure, capabilities and cultural gaps Highly engaged, high performance, accountability-driven culture Stronger leadership and new talent Improve our Organization Health! $25 to $30 Billion Growth Company?

Annual Process…. Provide feedback and review performance quarterly Assess previous year performance Set current year goals Create current year IDP Deliver previous year performance and reward Update Career Profile Provide feedback and review performance quarterly Q4Q1 Q2Q3

Rating Scale and Competencies Outstanding 5 More Than Fully Contributing 4 Fully Contributing 3 Needs Some Improvement 2 Needs Significant Improvement 1

Progress on Performance Management

Accountability by Performance Rating

Upgrading Talent Initiative Continuously upgrading talent, performance, and capabilities Identifying and managing bottom 10% performers Identifying and retaining top talent Developing and challenging existing talent Acquiring “best in industry” talent Upgrading Talent Initiative We will do it the Land O’Lakes Way

Business Goals: Double revenue and more than double earnings Best Talent Survey Results: Poor performance is tolerated here Top Talent to sustain continuous, rapid Business Growth Culture Shift Continuous Workforce Planning Acquire and Retain Top Talent Aggressively Manage Top Performers and Bottom 10% of Workforce on an Annual Basis Identify Critical Rotational Roles/Career Paths Identify and Manage Blockers Identify Skillset Needs and Close Skillset Gaps – Acquire/Develop Improved Coaching and Feedback Skills for Leaders TalentLinkBest Talent SurveyUpgrading Talent Upgrading Talent – Our Journey

Every employee needs to be continually raising the bar on their own performance Similar performance rated a as “fully contributing” last year might not be rated as “fully contributing” this year Employees need to keep their skills current and fresh For current job In anticipation of future needs Employees will be rotated more deliberately through key jobs Employees should be planning their next developmental opportunity Not become complacent Employee’s Role

Message appropriately/courageously, balanced feedback with no surprises Identify, retain and challenge top talent Aggressively manage bottom 10% of performers – if in bottom 10% 2 years in a row immediate action is required (PIP or separation) Develop plan to develop/acquire necessary talent Identify rotational roles and remove blockers Manage Talent Develop Talent Add Talent Leader’s Role

We’ve followed the same Performance Management process for years. In 2015, we asked a simple question…why?

Pre 2015 Q1 – “the Super Bowl of HR” Reviews Merit Calibrations Goals HR DrivenEvent based Common rating scale (1-5)Common competencies SuccessFactorsIDPs mandated Mandatory GoalsCompliance focus

Late 2014 New Talent Management team Significant Performance Management changes making the news “Everyone hates reviews”, “let’s throw out ratings!” Engaged CEB for a Talent Management maturity functional diagnostic What’s important to us? How mature are we? We have an opportunity to improve

Benchmarks Our Talent Management steering team held a series of off-sites CEB Bersin by Deloitte

Our findings We concentrate more on the “what” than the “how” Building talent is a secondary priority for leaders We needed a comprehensive Talent strategy We aren’t as mature as we want to be

Why we still need Performance Ratings Managers need as guide for providing effective feedback on performance Enables clarity for Employees on performance expectations Supports Pay for Performance approach Consistent view of talent across the enterprise Provides targeted insights around the POV of top talent

Our 2018 Performance Management vision Everyday Performance Management Quarterly Conversation Guides Re-vamped Coaching training Better Talent Metrics Shift from distributions focus ‘Voice’ of Hi Potentials Increase Manager Accountability Business drives & HR Supports Posting BTLI scores

Items we’re discussing… Creating a culture of frequent feedback Needed before removing ratings would be considered Leaders with a Talent Mindset Talent is a top priority all year long Agile Performance Management Shorter cycles, quicker adjustments, faster action True “Pay for Performance” Compensation that drives behavior Further Transparency High Potential talent Best Talent Leader Scores

Thank You