Download presentation
Presentation is loading. Please wait.
Published byWidya Darmadi Modified over 6 years ago
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
Similar presentations
© 2025 SlidePlayer.com. Inc.
All rights reserved.