1. What Comes First: Performance Improvement or Cultural Change?
IPMA
September 25, 2018

2. First up … Nicole D. Carr, HR Chief CDSS Size: 5000 employees
HR Dept Size: 105 employees
(916)
of Social Services.
But, before we get started, I’d like to thank you all for attending the very last session of the very last day of a 4-day conference – I know it’s a heavy lift. But, I am pleased to share that IPMA shared the best for last because this workshop will provide you with the keys (distribute) to success that you are now receiving.

3. Tell Story about my appointment
Tell Story about the “challenge” ahead of DSS
Tell Story about my thoughts going into this “challenge”

4. Now … put yourselves in my shoes. What would you do first
Now … put yourselves in my shoes. What would you do first? This is what I did …

5. My 20-lb. Cat!

6. Promoting Change is Critical … here’s how
Readiness for Change
Promoting Change is Critical … here’s how
So, plans in order for them to work, have to have tools and not just any tools, they need to be the right ones and that’s what we are distributing to you now (a tool kit). There are quite a number of items in the tool kit and let’s walk through them:
First, I have included: A Magic wand
This is for those days when you’re asked do to something that may require a real heavy lift and you need to defy gravity.
Then, there are a number of handouts contained in the toolkit that we’ll walk through, so keep that kit close.
So, let’s take a look at the first handout in the toolkit, it’s a change management hand-out that outlines the basic questions that organizations should consider to determine where to start. These are the questions that we asked ourselves as part of the plan to address the issues that I previously mentioned. You’ll find that as you answer these questions, it also helps determine whether change is needed and if performance management is a component of that change.

7. Vision: Performance-based Culture
1. Where are we and where do we want to go?
2. What practical steps should be taken?
Q1: Where are we and where do we want to go?
 Before implementing any type of change, it’s important to determine the current state of an organization, so you’ll know what you need to fix. For my organization, we started at ground zero, and narrowed it to: modifying the entire structure and staffing then correcting behavior, performance and policies and procedures. Our goal was affect the change in 18 months, so less was more.
Q2: What practical steps should be taken?
 First, leaders have to be clear about what the organization should or shouldn’t do to improve the performance and health of an organization. Managers should work closely with labor relations, their executive management and control agencies prior to taking action.
Q3: How do we keep going forward?
 The short answer to this question is to create a plan for continuous improvement. That means that although an initial goal may be reached it is important to re-reevaluate the goal and ensure it still makes sense.
So, let’s fast forward and take a look at the reward that can result from a successful change/performance management plan. In my case, I saw immediate results in less than two years. I know that sounds like quite a bit of time, but it’s actually short, based on the amount of change that was needed.

8. Vision: Performance-based Culture (PEA)
Plan
Plan
Act
Engage
Access
PLAN
Create urgency
The right action needs to be taken within the organization meaning there must be a sense of urgency or a compelling case for change.
 Leadership support (powerful coalition)
It is critical to form a coalition: One person cannot shoulder the change themselves, it requires a team, so it’s important to collect the key people to help enable that change.
Collaborative plan –
ENGAGE
How will you enroll staff in the change?
How will you communicate and engage the internal customers to collaborate Communicate the Vision: Communicate the change, but also don’t just talk the talk, walk the walk of the change and have it reflected throughout the project.
Remove Obstacles:
ASSESS
Survey and Focus Groups
What are your performance metrics today?
What’s the gap between what you want to achieve and where you are today?
Where do you want to begin first?
ACT
Specific, flexible implementation
Create Short Term Wins

9. Next up … Let’s hear from the consultant
Jeff Hoye,
Organizational Strategist,
Organizational Behaviorist,
Change Management
Professional
I appreciate the opportunity to be part of bringing to you what I consider to be an excellent example of thought leadership in the HR Sector. We are constantly bombarded with “advice” to get out of being so transactional. The departments and organization staff we serve want us to be more consultative and strategic. What Nicole has done is a great example of just that.
I want to tell the story now from a different point of view. I think you’re going to be impressed when you see the ROI on Nicole’s efforts (ROE?)

10. Measurement & Understanding
Key Challenge – Really knowing what’s going on
Nicole needed a performance dashboard … for starters
She needed to separate urban legend from fact
She needed to know whether her department’s view of their performance agreed with the view of their customer departments

11. Measurement & Understanding
We wanted to standardize the information Nicole would receive across these six (6) dimensions.
We then applied this to each of her HR products and services

12. Measurement & Understanding
We wanted to standardize the information Nicole would receive across these six (6) dimensions.
We then applied this to each of her HR products and services

13. Here’s What We Thought We Knew
Here’s what we learned from our survey
This is how Nicole’s 100+ staff scored themselves …
If she didn’t take the courageous step of asking her internal clients the same set of questions, this would have been the data she acted upon.

14. Here’s What We Heard
This is what we learned when we asked HR”s clients how they scored HR’s performance

15. Here’s What We Heard
This is what we learned when we asked HR”s clients how they scored HR’s performance

16. Here’s What We Heard
This is what we learned when we asked HR”s clients how they scored HR’s performance

17. Here’s What We Learned
This is the side-by-side starting point for Nicole when viewing her starting performance metrics

18. Here’s What We Earned The WE here is Nicole and her Team
You don’t achieve this dramatic improvement without a lot of commitment, encouraging leadership, and hard work
Could we please acknowledge Nicole and her Team for a result that should make all of us proud in the HR Community?

19. RESULTS IN 18 MONTHS!!
Interested in learning what she was able to accomplish in 18 months. Now remember this is not HR self-reported data …………. This is client reported performance data

20. Vision: Performance-based Culture
Plan
Act
Assess
Engage
PLAN
Nicole wanted to create a performance based culture not just fix some problems (there’s a big difference)
She created a sense of urgency or a compelling case for change
She formed a powerful coalition of key people to help her
She had a collaborative plan
ASSESS
She collected objective performance data
She held focus groups to better understand what the survey was saying
She used what she learned to formulate the changes she knew she needed to make
ENGAGE
She enrolled her staff in this effort – they were going to be a model for the rest of the organization
She worked behind the scenes to remove roadblocks as they appeared
She engaged her customers in the changes – she brought them down onto the playing field with her
ACT
She dared to do what many thought would be a nearly impossible task (changing a culture and fixing problems are two different things)
She acted in the face of possible failure
More important she got a group of people / her staff to believe that they could do this

21. What Comes First: Performance Improvement or Cultural Change?
Questions?
Nicole Carr, Director, Human Resource Services Branch
Jeff Hoye, Talent Management Leader
We hope we’ve left enough time for you to ask questions
For those that don’t get a chance to do so – you have the handout information
You can also approach Nicole or Jeff after the presentation as well