Performance management May 2010

Managing to perform in the most trying of circumstances

by Fluid

May 2010

Contents3-4 Introduction to Fluid5-6 The managerial reprimand

model7-9 Dealing with poor performance10-11 Dealing with a newcomer’s poor

performance12-13 Engagement and performance14-15 Give feedback, get back

performance16-17 Five traps of performance

measurement18-19 Benchmarking performance20-21 Conducting performance or

performing conduct22-23 The corporate prisoner24-25 Fuelling the fire26-27 How can HR and Training raise

performance?28-29 Case study-Mantech30-34 High performing organisations35-39 Finishers, maxperformers, elite

performersand star teams

40-42 Crystal ball time43-44 Conclusion and questions

Introduction

Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist

human resources consultancy headed by Tim Holden MCIPD

• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:

- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

The managerial reprimand model

The managerial reprimand model

• Employee behaviour• Manager’s observation• Behaviour reinforcement

Dealing with poor performance

Dealing with poor performance (1 of 2)

• Ensure the employee is aware of the standards expected

• Manage the employee• Where there is insufficient improvement in

performance within the timescales involved consider disciplinary action

• Should improvement still not take place then a fair dismissal may occur

Dealing with poor performance (2 of 2)

• Nature of an open performance system• Insufficient management reinforcement

when expectations change• Current performance habits• Categories of outcome measures• Key performance analysis questions• Active management reinforcement

Dealing with a newcomer’s poor

performance

Dealing with a newcomer’s poor performance

• Training approach identification chart• Coaching matrix• Manage the employee• Where there is insufficient improvement in

performance within the timescales involved consider disciplinary action

• Should improvement still not take place then a fair dismissal may occur

Engagement and performance

Engagement and performance• What is engagement?• Rational• Emotional• Motivational• Drivers of engagement

Give feedback, get back performance

Give feedback, get back performance

• Start with a chocolate biscuit• Describe the current behaviour and

situations• Describe the impact and consequences• Create a plan to continue positive

behaviours or change negative behaviours• End with another chocolate biscuit

Five traps of performance measurement

Five traps of performance measurement

• Measuring against yourself• Looking backward• Putting your faith in numbers• Gaming your measures• Sticking to your numbers too long

Benchmarking performance

Benchmarking performance

• Definition of best practice• Six-step framework• Hard values• Soft values

Conducting performance or

performing conduct?

Conducting performance or performing conduct?

• Make a persuasive case for your vision• Stay present and connected• Take responsibility for how your people

connect with each other

The corporate prisoner

The corporate prisoner

• Desire to stay• Potential to perform• Escapers• Economic prisoners• Lifers• Prisoners of conscience• Prisoners of circumstance• Visiting stars

Fuelling the fire

Fuelling the fire

• Change management behaviour• Hire the best• Weed the garden• Provide the right environment including

tools and equipment• Use WII-FM as a key strategy to light the

fire• Train, train, train• Celebrate

How can HR and Training raise performance?

How can HR and Training raise performance?

• Connection to the business• Adequate measures• Talent pool dynamics• Knowledge capture and sharing

Case study-Mantech

Case study-Mantech

• Passionate• Responsible• Inspirational• Driven• Execution-oriented

High performing organisations

High performing organisations (1 of 4)

• Traditional view v superforming view• New management science• The implications• How to go about achieving

superperformance


• Top performing CEOs• Country and industry• Being an insider• Having an MBA• A runway for performance• The gold standard


• Define customer-centric formulas for creating value

• Align the deployment of capital with these formulas

• Concentrate effort on the core processes• Improve performance continuously

through stretch goals and fast learning loops

• Maintain a balance between revolutionary and evolutionary change


• Use appropriate metrics to tie HR, training and overall workforce performance to financial performance

• Closely tie HR service delivery and support to the business

• Heads of the workforce are deeply engaged in HR issues and people management

• Provide highly effective talent management support of top people

Finishers, maxperformers, elite performers and star

teams

Finishers

• Creating your team of finishers• Empowering job design• Aggressive individual development• Recognising and rewarding finishers• Creating a finisher-oriented culture

Maxperformers• Hire employees who exhibit the right

talents for the right role• Customise the roles of employees around

their talents, interests and values• Establish performance expectations so

employees can own their performance• Spend time with each individual providing

and receiving feedback• Spend time with each individual talking

about the future

Elite performers• Love the pressure• Fixate on the long term• Use the competition• Celebrate the victories• The will to win

Star teams• Check your own reflection• Lessons in leadership• In defence of the cheerleader• Succession success and the skills factor• Reaching for the stars

Crystal ball time….

Crystal ball time.…(1 of 2) • Successful organisations of the future will

have the ability to acquire, organise and strategically deploy global resources

• There will be increased global connectivity, integration and interdependence

• Technology will advance faster than ever before

• The labour force will change dramatically and continuously

• Human capital will become an even greater source of value

Crystal ball time.…(2 of 2) • The way work is organised and performed

will evolve and change continuously• Outsourcing will increase in popularity• Self-paced, self-directed individualised

virtual learning will dominate business training

Conclusion & Questions

Conclusion• Summary• Questions

Performance management May 2010

Business

Transcript of Performance management May 2010