A Holistic Approach to High Performance

PERFORMANCEMANAGEMENTDriving Performance Through Everyday Conversations

PERFORMANCEMANAGEMENTDriving Performance Through Everyday Conversations

Deidre Paknad, Workboard CEO

Workboard provides apps to help managers and leaders share short-range goals, align

and simplify execution, and coach their teams to great results.

THOUGHT LEADER SERIES

Alicia MandelChief Learning Officer &

VP Organization Development

GUEST SPEAKERFor the last six years Alicia has led Apollo Education Group’s learning, organizational develop-

ment and executive succession planning programs as Chief Learning Officer, Vice President,

Learning and Organizational Development. As a key member of Apollo’s Human Resources

leadership team, she is instrumental in driving the company’s organizational capabilities

across a diverse employee base with operations across the U.S. and abroad.

A recognized industry expert in learning and change management, Alicia is building a culture

that is aligned with Apollo’s high-performance and growth objectives. At Apollo, she intro-

duced the Apollo Core Values as well as EPIC, a social media reward and recognition platform.

In addition, she streamlined the company’s Learning function to ensure it is designed to meet

its objectives and create the necessary ROI.

Prior to Apollo, Alicia worked at The United States Olympic Committee (U.S.O.C.) as Director

of Learning and Leadership and acting Chief Human Resources Officer. Alicia also spent 10

years in the Human Resources division of American Express in New York, where she was

Director of Employee Engagement.

History of HUMAN RESOURCES

Why Do WE CARE about that

Compliance Engagement

What WE NEED today:

Strategic Understanding Core Values

Enabling Tools Opportunity

Informed Employees

Inspiring Leaders

So WE NEED to CHANGEFROM: TO:A systems driven approach to performance management

A conversation driven approach to performance management enabled by a system.


Performance discussions happening a finite times throughout the year.


A fluid system of conversations based on real time feedback and workload.



Goals that are set in the beginning of the year and close at the end of the year



A goal setting process that understands that things can (and do) change all throughout the year




Goals that are only visible and aligned with the bosses goals, not allowing for cross functional goal setting.




Goals that can be seen by anyone and aligned to anyone across the organization




Goals that are only visible and aligned with the bosses goals, not allowing for cross functional goal setting.

Spending lots of time “doing the process”, rather than lots of time “driving performance”




Goals that can be seen by anyone and aligned to anyone across the organization

A system that enables leaders and HR to spend more time on conversations and less time managing data and calibrating information.

POLLING QUESTIONHow many people feel now is the time to change the

way we manage performance in the organization?

New BUSINESS PARADIGM: Creating Tension

The Business is saying: SPRINTs

Performance Management Process covers one year

Outcome

New BUSINESS PARADIGM: Creating Tension

The CEO/COO/CHRO are saying:

Employeesare saying:

Outcome

1. Leadership Alignment

2. Communications 5. Organization & Cultural Alignment

6. Measurement

4. Learning and Education

3. Stakeholder Engagement

Align leaders on future vision and the case for change

Enable leaders to actively and visibly support and role-model change

Build awareness and understanding about the case for change, what it means and what people need to do differently

Provide critical information, share progress and promote success

Engage stakeholders directly and indirectly ; top-down and bottom-up

Leverage “ambassadors”, change agents, project leaders, and key influencers

Identify ways to incentivize and reinforce desired behaviors &

commitment

Design / execute surveys and other feedback mechanisms to gauge

change adoption and change management effectiveness over time

Design and deploy training related to acquiring new skills and capabilities, learning new processes, policies, systems, etc.

While it may be “COOL & TRENDY” to get rid of the rigid Performance Management Process altogether, not every organization is ready for that.

While it may be “COOL & TRENDY” to get rid of the rigid Performance Management Process altogether, not every organization is ready for that.

Some process considerations:❑ Does a Performance Mgmt Process (PMP) exist in some form today?

❑ If it exists, do the leaders spend more time on the process or in the process? Meaning, is more time spent on filling out forms or having dialogue/discussions?

❑ Is the PMP a driver of the compensation process, does it support the compensation process or is it independent of the compensation process?

❑ Do leaders have the skills to have good performance conversations such that their people know where they stand?

❑ Does the current process focus both on what was done (goals) and how it was done (competencies and values)?

❑ Does the organization use a rating scale and distribution curve to categorize performance? Is compensation tied to those ratings?

❑ Does the organization use a “forced distribution”? Is there an effort to “right-size the curve”?

❑ Where do your executives stand? Do they “like it the way it is”, do they believe it needs to change, or do they care at all?

Managing the CHANGEActive Supporter

Overt Covert

ALL or NOTHING? NO WAY!

Some IDEAS

Move from “the system IS the process”, to “the system enables the process”.

Remove the numerical rating scale.

Focus on improving 1x1 discussions.

Change the way you think about goals

1 to 10

Stakeholders KEY NEEDS

CEO/COO & Executive Team

Human Resources Managers Employees

Based on what we just discussed, how ready is your organization to make a change?

A. All In!

B. Not ready for the whole thing, but I think we can make some major shifts that will drive improved performance

C. We can start dripping in pieces of improved dialogue, but we’re not ready to make any real change to our process

D. Nope, nowhere close

POLLING QUESTION

CORE PRINCIPLES for Creating of New Process

As we build out a new Process, we are relying on these core principles to drive decision making:

• The CONVERSATION is the priority – not the system

• TRANSPARENCY – we must be able to share information and trust that everyone will treat the information with care

• APPEAL TO THE MASSES – we will not punish the many for the mistakes of a few – if most people can do it, we’ll assume everyone can, and we’ll manage the exceptions (help people be smarter, not force everyone to be dumber).

• SIMPLE – the process must be easy to understand and the system easy to use

• The process WILL BE FLUID – conforming to the way work happens

• The process WILL DRIVE THE SYSTEM, not the other way around.

• The process will DRIVE COLLABORATION, not hinder it.

• The process itself is not the end state – ENABLING GREAT PERFORMANCE is.

PERFORMANCE MANAGEMENT is A DRIVER of many other things:

EmployeeEngagement

Meeting /Exceedingthe goals

Retention of high performers & the ever important “B” players

High organizationalPerformance

Next STEPS

1 Identify your Key Stakeholders, and what their key needs are.

2 Ask yourself the key questions to identify organizational readiness.

3 Decide what part of the processyou are ready to improve.

QUESTIONS&

CONVERSATION

LET'S CONNECTAlicia [email protected]

602-557-1757Chief Learning Officer, VP, Organizational Development

Change Agents: Know Thy Audience 1

Change Agents: Know Thy Audience5 Things you need to know to win hearts and minds faster

People don’t accept and embrace change at the same pace or for the same reasons; resistance is inevitable.

Thank you and ADDITIONAL RESOURCES

Connect, Calibrate and Coach A Simple Formula for Great 1on1s

Recruiting & HR

A Holistic Approach to High Performance