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7/27/2019 Building a High-Performance �Culture
http://slidepdf.com/reader/full/building-a-high-performance-culture 1/29
A Fresh Look at
Performance Management
Mazhar Irfan, HRMP
+971 56 7175231(Reference: SHRM Foundation’s Effective Practice Guidelines Series)
7/27/2019 Building a High-Performance �Culture
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The Business Case To build a high-performance culture, training needs to be
effectively delivered and transferred to the job through
the use of environmental cues, tools and reinforces that
drive behavioral change.
Effective performance management behavior leads to
better:
Bottom line results Employee engagement
Retention of key staff
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Effective Performance Management Requires Most performance management strategies focus on
developing improved rating tools and processes - including
various rating formats, different rating criteria, more elaborate
process steps and using raters with disparate points of view.
The effective performance management requires regular and
ongoing activity:
Communicating expectations on a regular basis.
Providing feedback in real time whenever exceptional or poorperformance is observed.
Helping employees develop expertise
that maximizes their potential.
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Improvements in Performance Management
ClarifiedWhat is Rated
• Make it clearwhat is to berated.
• Objectives,
Results,IndividualCompetencies,Behaivours,Contributions.
Changed TheRating Scale
• Ranged betwen3,5,7 and upto a9 point RatingSclae.
• Pass / Fail Scales• Narrative Scales
Change WhoRates
• MBO, Self Appriasal, 360DegreeFeedback
• Line Managers,Peers,Customers orEmployeesthemselves
Change theGoals
• SMART orCascade
• Individual orTeams
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Note: Rather than trying to improve performance management tools
and processes, focus instead on creating a high-performance
culture by improving the frequency and effectiveness of
performance management behavior.
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Real Challenges Rather than trying to improve performance management
tools and processes, instead focus on creating a high-
performance culture by improving the frequency and
effectiveness of performance management behavior.
The key challenges to include following assumptions.
Performance management to help managers make pay decisions.
Performance management to provide documentation that
organizations need to defend themselves.
Performance management to provide a mechanism to deal with
poor performers.
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Challenges to Build a Performance Culture Extent that Managers believe performance management
is essential to getting work done.
Quality and trust of the manager-employee relationship.
How well the company reinforces successful performance
management behavior as a key business strategy.
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Developing a High Performance Culture The development of performance culture is the main
essence and it required it is a continuous process.
For convenience it be segregated into four steps.
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Steps Developing a High Performance Culture
• Assess current Culture
• Shift performance Management Mindset
Motivate
Change
• Scale back burdensome demands
• Introduce new concepts
• Put the right people in managerial job
Lay
Foundation
• Provide Tools & Resources to drive behaviorSustainBehavior
• Hold leaders accountable for continuousimprovement
Monitor &
Improve
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Step 1: Motivate Change Assess the Current Culture
1. Ensuring employees understand the “big picture” and their
role and contribution to the mission,
2. Setting clear expectations and providing feedback so
employees can succeed, and
3. Developing individual employees so they achieve their
maximum potential.
Shift Performance Management Mindset
Both managers and employees must engage in performance
management behavior to accomplish anything at work, so this
mindset benefits everyone.
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Communicate the Big Picture
1. Clearly articulate the organization’s mission and priorities.
2. Discuss how the work fits into the overall mission.
3. Tailor the type of expectations to the particular job—behaviors,
results or SMART goals.
Provide Ongoing Expectations and Feedback
1. Set ongoing expectations in real time throughout the rating
period
2. Provide regular updates so employees understand context and
outside factors affecting their work.
… Step 1: Motivate Change
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Develop Others Through Experience
Use job experience as the primary means of developing employees.
Continually seek job experience that builds performance.
a. Stretch outside comfort zone.b. Provide opportunities to make mistakes.
c. Entail deliberate practice and feedback.
d. Make relevant to role.
… Step 1: Motivate Change
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How to Improve Performance Management
Behavioral
Standards
• Can be used in most jobs.
• Most relevant forknowledge work.
• Example: Treat otherswith professionalismand respect;communicate clearly.
Objective Results
• Best for jobs withclear, readilymeasured outcomes.
• Measure whatmatters, not just what
can be measured.• Examples: sales
quotas, productionrates, error rates.
Task or Project
Goals
• Best for jobs that aredynamic, but in whichnearer-term activitiesand milestones can bedefined.
• Closest thing toSMART.
• Example: CompleteABC report byThursday.
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Improved Performance ManagementStrategies Managers’ Benefits Employees’ Benefits
Communicate the
Big Picture
Employees contribute more
when they understand the big
picture, meaning less work formanagers.
Employees feel more
connected and make
wiser decisions,increasing engagement
and results.
Provide Ongoing
Expectations and
Feedback
Managers gain higher-quality
work from staff more quickly
with less rework.
Employees perform
better work and feel
more confident abouttheir contributions
Develop Others
Through
Experience
Managers accomplish more,
succeed faster and focus on
what they want to do.
Employees grow,
develop and advance
more quickly.
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Feedback
Occurs in formal sit-downmeetings (infrequent).
Covers work conductedover time: Multipleperformance events and
competencies.
Initiated, led andcontrolled by themanager.
Formal
Feedback
Occurs spontaneouslywhenever discussion isneeded.
Covers a specificincident—what wentright or wrong and what
to do differently.
Relies on two-wayaccountability andinteraction.
Informal
Feedback
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Step 2: Lay Foundation Scale Back Burdensome Demands
Eliminate formal system steps that do not add value or undermine
effective performance management behavior.
Use the smallest number of rating factors possible to cover jobrequirements.
Simplify rating scale and requirements.
Identify tools that will be well received and that effectively drive
desired behavior..
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… Step 2: Lay Foundation Introduce New Concepts
Put the Right People in Managerial Jobs
Eliminate formal system steps that do not add value or
undermine effective performance management behavior.
Use the smallest number of rating factors possible to cover job
requirements.
Simplify rating scale and requirements.
Identify tools that will be well received and that effectively
drive desired behavior..
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Simplify the Rating ScaleUnacceptable
• Failed to meet technical quality standards; work was incomplete,poorly conceived, error-ridden or not well targeted; work performed
unsatisfactorily or in an unresponsive manner.
Successful
• Products and services met expectations, were complete, welltargeted and understandable; work performed was responsive and
competent.
Outstanding
• Surpassed quality standards and expectations; products werethorough, error-free, ideally targeted and maximally responsive to
needs.
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Traditional Training
• Typically Manager only
• Primarily on navigating the formal process
• Focuses on knowledge acquisition, not skill building
• Often disconnected from on-the-job realities
• No accountability for learning or application
• No reinforcement on the job
Traditional
Training
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Training for Change Behavior
• Training provided for both Managers and Employees• Deeper dive, focusing on the knowing/ doing gap
• More individualized, using assessment results asbaseline
• Uncovers underlying fears and attitudes that prevent
change• Accountability for learning and application
• Tools to facilitate change
Behavior
Change
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Suggestion for Training Topics
For both Managers
& Employees
• Building trust.
• Learning strategiesfor communication.
• Ongoingexpectations andfeedback.
• Developing throughexperience
For Managers
• Communicating theBig Picture.
• Diagnosing andAddressingPerformance Issues.
• Deep-diving onFeedback andCoaching Skills
For Employees
• Ensuring ClearExpectations.
• Seeking Feedback.
• Reacting Well toFeedback.
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Step 3: Sustain Behavior Provide Tools and Resources to Drive Behavior
Automated tools that drive feedback and development
embedded in enterprise systems.
Attention-grabbing messaging pushed out via automated
systems.
Performance management hotlines and coaches.
Social networking tools and supports to share experiences
and lessons learned.
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Old Versus Modern Thinking PatternsOld Pattern Modern Pattern
Organizational
Alignment
Cascading goals Mission articulation and
discussions of fit
Goals SMART goals at the beginningof the cycle
Ongoing expectations aswork evolves
Development Reluctance to discuss;
primarily formal training
Part of daily routine;
acquiring experience,
mentoring
Feedback Once or twice a year;
perfunctory and dreaded
Regular discussions
embedded in work
Performance
Ratings
Detailed to support decisions,
often cumbersome and low
value
Simplified; small number of
factors defined by standards
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… Old Versus Modern Thinking Patterns Old Pattern Modern Pattern
Training For managers on formal
system requirements
For managers and employees
on day-today behavior
Policies and
Procedures
Extensive, with
documentation
requirements
Considerably streamlined
Evaluation,Monitoring
Whether steps arecompleted or not
Pulse surveys to gauge behavior,satisfaction, results and perceived
value
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Step 4: Monitor and Improve Hold Leaders Accountable for Continuous Improvement
by focusing the following:
Managers provide regular feedback on and examples of
behaviors exhibited by employees who embody core
values.
Purpose of tool is to help employees understand how they
are perceived.
Not used for reward or disciplinary purposes.
Free classes offered to employees on improving behavior
that reflects core values
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Evaluation Metrics
Business Results (decreased turnover,
improved outcomes)
Behavior Change from existing
state (pulse surveys/360s)
Employee and Leader views(surveys, focus groups)
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Performance Management Guidelines Evaluate employees on job-relevant factors.
Inform employees of expectations and evaluation standards inadvance.
Have a documented process with specified roles for managers andemployees.
Train managers and employees on the performance managementprocess and relevant skills.
Document justifications for rewards/decisions by managers.
Provide timely feedback on performance issues. Allow employees to formally comment on and appeal evaluations.
Make sure evaluations used for decision-making are consistent withdecisions.
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Mazhar Irfan, HRMP
HR Professional
UAE
+971 56 7175231