Transcript Slide 1

Tuning Up Your Performance
Management Process
Presented by:
Robert E. Lewis, Ph.D.
Christina Norris-Watts, Ph.D.
 APTMetrics, Inc.
About APTMetrics
Global Talent Management Solutions Provider Comprised of:
• Ph.D. industrial/organizational psychologists
• Human resource consultants
• Information technology specialists
What Sets APTMetrics Apart:
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Professional integrity
Evidence-based approach
Technical expertise
Customer service
Diversity Supplier
• Certified as a women-owned business
by WBENC
• Certified as a women-owned small
business by the US SBA
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Global
Strategies
for Talent
Management.
Our Areas of Expertise
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Leader Assessment
Employee Selection
Litigation Support
Diversity Strategy & Measurement
Job Analysis
Competency Modeling
Performance Management
Staffing for Mergers & Acquisitions
Organizational Surveys
Public Sector Services
Global
Strategies
for Talent
Management.
Our Web-Based Solutions Platform
APTMetrics®
SelectionMetrics®
Employee Selection System
LeadINsm
Leadership Assessment Suite
JobMetrics®
Job Analysis System
360Metrics®
360-Degree Feedback System
SurveyMetrics®
Organizational Survey System
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APTMetrics’ U.S. Offices
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Five Key Steps
1. Drive PM from the top of the organization
2. Develop a “real time” PM process
3. Use job-related metrics and evaluation
standards
4. Implement processes that are consistent,
transparent, and enforceable
5. Deliver PM outcomes aligned with
organizational objectives
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1. Drive PM from the Top of the Organization
• Ensure executive commitment to top performance is clear and
consistent by…
• Communicating relentlessly the company’s vision and objectives and
relating this to everyday performance
• Holding executives to the same PM process standards as others
• Communicating performance standards and the value of strong PM
• Valuing what is accomplished as well as how it is accomplished
• Coaching direct reports to hold them accountable for the same
standards
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Questions
• Was our PM system developed with executive input and
buy-in?
• Do we have to convince our executives to execute the PM
process? Do we do it for them?
• Do our executives and senior managers emphasize the
need for strong performance management on a regular
basis?
• Are executives setting a good example in PM for managers
(and managers for supervisors)?
• What do our employees say about why we conduct PM?
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2. Develop a “Real-Time” PM Process
• Make PM relevant by aligning it with the work to be done and the pace of the
organization
• Accomplish this by:
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Encouraging conversations so employees and their managers are clear regarding
how work will be accomplished
Driving managers to give feedback when it counts—during project review
meetings and before/after critical or significant events
Incorporating project dependencies into goals so they can be tracked and
goals/objectives remain relevant
Ensuring goals are aligned throughout the organization
Questions
• Do our employees seem to understand how they
should meet their goals? Do we tell them how
they can be good company citizens?
• How often to our employees really get feedback?
Do they get it when it most matters? Or only on
the PM schedule?
• Do people feel cheated by our PM process
because goals aren’t changed when the business
changes? Is our PM process supporting the pace
at which the business moves?
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3. Use Job-Related Performance Metrics
• Document performance outcomes/goals in the key work
activities and the knowledge, skills, and abilities required
to perform work
• Ensure metrics are job related by:
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Performing work analyses to ensure key activities and job
requirements are documented and woven into performance
management
Giving clear behavioral guidance to demonstrate how goals should
be accomplished and promote other organizational objectives
(e.g., teamwork)
Analyzing PM metrics and results frequently to ensure decisions
that are based on PM (promotion, salaries, nomination to a high
potential pool) are valid and fair
Ongoing Monitoring Helps Ensure JobRelatedness
• Adverse Impact
• Consistent Administration
• Changes in the Job
• Changes in Organizational Goals
•Be willing to review/revise/revalidate metrics
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Questions
• Do we select, train, and appraise employees on a related
set of dimensions? Or do we interview them on
dimensions that never get raised again?
• If we had to justify our PM goals and processes in
response to a lawsuit, could we do it? Have we taken
steps to validate our PM process and ratings?
• Do I trust the PM ratings, or do I discount them when
decisions need to be made?
• Do employees tell us they are rated on dimensions that are
unrelated to their work? That are too subjective or change
from year to year without apparent reason?
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4. Implement Processes That Are…
…consistent, transparent, and enforceable
by…
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Ensuring PM rules are simple, clear, and easy to execute
Training managers on how to appraise performance and holding them
accountable for long-term as well as short-term effectiveness
Developing and enforcing a process for addressing grievances
Giving employees voice in the system
Questions
• Do we repeatedly have to train people on the process or follow up to
make sure it is executed?
• Do employees talk about the “curve” or the “matrix” when we don’t
reveal it? What about “hidden” ratings like “potential”?
• Do employees think the system is fair? Do they complain that their
manager holds them to a higher standard than others?
• Do I know which managers and supervisors produce strong talent in the
organization?
• Does our performance management and reward system deliver strong
data and development?
• Am I setting a good example by focusing on the performance and
development of my direct reports? On a daily/weekly basis?
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5. Deliver PM Evaluations Aligned with
Individual and Organizational Outcomes
• Clearly linking PM evaluations to outcomes gives employees
confidence in the PM process Accomplish this by:
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Ensuring consistent and fair ratings via a calibration process
Requiring managers to justify ratings with a short written narrative
Giving feedback in person
Tying evaluations to development plans that are tracked and tied to
work activities
Questions
• Are executives/managers challenged when they give
suspect performance ratings? Is there a structure and
culture that supports this?
• How many people tell me they don’t get feedback? Are we
too focused on the administrative part of PM and not
sufficiently on the feedback and development part?
• Am I confident we’re tracking and building key skill sets? Or
do development plans lay dormant from year to year?
• Are we using PM to drive organizationally important goals?
Or is it completely independent?
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Summary
1. Tune up your PM process so it is meaningful
• PM is detested often because it is disconnected from daily work.
2. Technology helps but so does simplicity
• There are systems that can automate performance management
and analysis but much can be done with well thought out
spreadsheets.
3. The biggest hurdle is the one you can influence
the most (and do so with the least cost)
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It’s creating a culture that values performance management.
When executives drive PM from the top of the organization, by
word and deed, they begin to create a culture that truly values
high performance.
Contact Information
APTMetrics, Inc.
One Thorndal Circle
Second Floor
Darien, CT 06820
203.655.7779
[email protected]
www.APTMetrics.com
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Global
Strategies
for Talent
Management.