Evolving Performance Management Within the New World of Work

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Frequently Asked Ques6ons

• Anne7e Wellinghoff •  Vice President, HCM •  Transforma5on & Thought Leadership

@AYWellinghoff

Modern HR Evolving Performance Management

AnneCe Wellinghoff Vice President HCM Transforma5on July 20, 2016

Copyright © 2016 Oracle and/or its affiliates. All rights reserved. |

The Great Debate

8

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


Ongoing feedback Eliminate ra5ngs Reward distribu5on Crowd source feedback


Performance management crucial for improving execu5on of business strategy that leads to revenue and profitability outcomes

13


Focus on breaking down silos, speeding up execu5on and increasing global reach. All driving the need for agile talent processes.


Lack of alignment between processes to manage talent, performance and rewards is a significant barrier to achieving growth.


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


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


Poll Reflec5ng on insights shared what business drivers are most compelling your organiza5on?

20


History Provides Context From “silent monitor” to managing disciplinary and low performance issues.

21


Informa5on & Telecommunica5ons Revolu5on Programs meet individual needs -‐-‐ cascading goals, ra5ngs based on competencies, simplified ra5ngs and calibra5on mee5ngs

22


Today Effec5ve Collabora5on is the Core of Value Crea5on

23


Enterprise Contributor Is New High Performer

+ =

2015 CEB Employee Model of Performance


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


Compe5ng Priori5es of Stakeholders

26


Poll What stage of the Performance Management Journey?

27



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Evolving Performance Management Within the New World of Work