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Frequently Asked Ques6ons
Modern HR Evolving Performance Management
AnneCe Wellinghoff Vice President HCM Transforma5on July 20, 2016
Copyright © 2016 Oracle and/or its affiliates. All rights reserved. | Oracle Confiden5al – Highly Restricted 9
The best performance management solu5on requires HR to offer a combina5on of process and technology that prompts those involved to think and act in the best interest of the overall mission and purpose of the organiza5on.
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 10
Purpose must drive process in order to create value.
-‐
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Poll Where does focused investment in performance management, including technology, fall on your organiza5ons priority list? 11
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 12
Ongoing feedback Eliminate ra5ngs Reward distribu5on Crowd source feedback
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Performance management crucial for improving execu5on of business strategy that leads to revenue and profitability outcomes
13
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 14
Focus on breaking down silos, speeding up execu5on and increasing global reach. All driving the need for agile talent processes.
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 15
Lack of alignment between processes to manage talent, performance and rewards is a significant barrier to achieving growth.
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 16
Rethinking Performance Management
Strategic Alignment
Effec5ve Process
Reward Objec5ves
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Cueng Edge Performance Management Prac5ces
Unique organiza5ons par5cipated in the study
Reviews Without Ra5ngs Only
Crowd-‐sourced performance feedback only < 1%
244 3%
37% Ongoing Feedback Only
Large-‐scale, on-‐line survey of organiza4ons using at least one of three.
Sources: 2016 University of Southern California, Center for Effec5ve Organiza5ons
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Cueng Edge Plus One Core Process
18
Cascading Goals 360 Feedback
Greatly Simplified Ra5ngs
47%
89% 83% 83% Competency Assessments
PLUS One
Exis5ng Prac5ce
Three CuQng Edge
Calibra5on Mee5ngs
Team or Unit Assessment 75% 81%
Sources: 2016 University of Southern California, Center for Effec5ve Organiza5ons
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 19
Strategic Combina5ons and Effec5veness Ra5ng
5.74 Three cueng edge + delivering useful feedback to employees
5.35 Three cueng edge + strategic alignment
5.71 Three cueng edge + suppor5ng company values
5.34 Three cueng edge + process effec5veness
5.29 Three cueng edge + improved experience
Effec5veness By Prac5ce Combina5on 7= Extremely Effec5ve
1 = Not At All Effec5ve
Source: 2016 University of Southern California, Center for Effec5ve Organiza5ons Source 2016 University of Southern California, Center for Effec5ve Organiza5ons
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Poll Reflec5ng on insights shared what business drivers are most compelling your organiza5on?
20
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
History Provides Context From “silent monitor” to managing disciplinary and low performance issues.
21
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Informa5on & Telecommunica5ons Revolu5on Programs meet individual needs -‐-‐ cascading goals, ra5ngs based on competencies, simplified ra5ngs and calibra5on mee5ngs
22
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Today Effec5ve Collabora5on is the Core of Value Crea5on
23
Copyright © 2014 Oracle and/or its affiliates. All rights reserved. 24
Enterprise Contributor Is New High Performer
+ =
2015 CEB Employee Model of Performance
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Core of Quick Win Opportunity
25
Eight out of ten “Right Thing To Do”
40% have capabili5es-‐ Priori5za5on Team work Problem solving Organiza5onal awareness
2015 CEB Analysis in Execu5ve Guidance
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Compe5ng Priori5es of Stakeholders
26
Copyright © 2014 Oracle and/or its affiliates. All rights reserved.
Poll What stage of the Performance Management Journey?
27
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