Key principles to maximize employee satisfaction and contribution in your organization

Key Principles for Great Performance Don’t “manage” it. Develop it. Hawley Kane, Product Manager & HR Champion Evelyn Watts, Product Marketing Manager

Copyright © 2016, Halogen Software Inc. All rights Reserved. Confidential.

Evelyn Watts Product Marketing Manager

Halogen Software

Hawley Kane Product Manager & HR Champion

Halogen Software


• Shortcomings of the traditional approach

• Key principles for developing Great performance

• How to get from here to there - Successfully

• Ask anything!

Topics

Performance management is often a source of great frustration for employees who do not clearly understand their goals or what is expected of them at work.

Gallop, 2015


The workplace is changing

Dealing with multiple generations, cultures,

geographies

Growing use of contingent workforces

Insufficient access to data to make talent

decisions

Ineffective collaboration - leading to burnout of “extra-milers”1

1 Source: HBR, Collaborative Overload, January 2016

Every aspect of an employee’s work life is experiencing

profound change


• Sits outside of your regular business rhythm

• Limited to a single perspective

• Complicated and misaligned goal setting process

• Underdeveloped employees

• Ratings-focused compensation

Shortcomings of the traditional approach


A New Era of Work


The Transformation of Talent Management

Pre-1990’s

PAPER 1990-2005

AUTOMATE 2006-2010

INTEGRATE 2011-2016

ENGAGE 2017+

EMPOWER

• Annual

• Paper-based Reviews Appraisal, Compensation, 360 Reviews

• Automated Yearly Appraisal Process

• Targeted 360 Reviews

• Compensation Driven from Appraisal

Talent Management Suite

• Goal setting • Feedback • Job Descriptions • Talent Profiles • Employee Learning • Succession Planning

Performance Led Talent Management Suite

• Link Strategy to Goals & Execution

• Ongoing Performance

• Continuous Feedback

• Personal Growth Plans

• Core Competencies

• Talent Attraction

Next Generation Performance

• Employee Satisfaction

• Engagement Insights

• Suggested Action

• Contextual Coaching & Learning

• Career Companion


Audience Poll

What decade is your organization in?

• Paper and file pre 1990s style

• Automating like it’s 2005

• Integrate into 2010

• Engage with 2016

• Empowered and in the future

Contribution

Satisfaction

The Future of Performance

What we need and why!

Increased Engagement

Increased Productivity

Improved Business Outcomes

Key Principles for GREAT Performance


Performance Management is intended to improve the performance of people in an organization.

It is an ongoing process of: • goal setting • coaching and feedback • development planning • celebrate

Performance Management

Development

Feedback

Goals

Recognition

Conversation


Build Great Managers

of employees have left their job to get away from their manager at some point in their career.

50%

of employee engagement is impacted by their relationship with their manager.

70% of workers are

“not engaged”

or “actively disengaged” and

are emotionally disconnected.

70%


Focus on Outcomes

Source: HCI | The Corporate Strategy Board | IDC | Brandon Hall

of employees know what is expected of them at work.

LESS THAN

50%

And the money! Employees who don’t fully understand their jobs cost

companies

$37 BILLION

The average employee spends

½ OF THEIR TIME on non-productive work.


Focus on Outcomes

Goal accountability focuses on 4 key activities:

• Setting motivating goals that are linked to business outcomes

• Reviewing and revising goals to ensure they are still aligned

• Coaching for accountability

• Providing feedback and recognition for both what and how outcomes are achieved

Source: Bersin by Deloitte

Focus on Outcomes

Strategy Execution

Provides Focus

Increases Motivation

Improves Employee

Engagement

Increases Productivity

Lower Costs


Focus on Outcomes

• Remember Mr. Pink?

− Autonomy , Mastery & Purpose

• When setting goals – consider development

− Stretch goals motivate, impossible goals de-motivate!

• Set goals collaboratively

Comfort Zone

Learning Zone

Panic Zone


Focus on Outcomes


Focus on Outcomes

Focus on Outcomes

Assessment

Awareness

Action

1. What is the current state of the goal vs. desired state?

2. What are the barriers to success? What are the options to overcome barriers?

3. What are the next steps?


Feedback and Recognition Rich Culture

Bersin by Deloitte, 2012

ENGAGED EMPLOYEES

DISENGAGED EMPLOYEES RECEIVE

NO FEEDBACK

RECEIVE CRITICAL FEEDBACK

RECEIVE STRENGTH-BASED

FEEDBACK



Bersin by Deloitte, 2012

Mature Boomer Gen X Gen Y Gen Z

“… the feedback I get is too vague.”

“… I am open to all feedback.”

“… feedback is appreciated.”



6:1

Positive comments : Negative comments

2:1 1:3 Source: The Ideal Praise-to-Criticism Ratio: HBR


Continuous Growth and Development


of L&D leaders say managers are the primary “owners” of their organization’s learning culture and practices. 62%

62





of learning leaders identified “managers don’t encourage, enable or follow up” as an obstacle for learning. 64%

64





PERSONAL GOALS/NEEDS

GROUP GOALS/NEEDS

ORGANIZATION GOALS/NEEDS

New strategic initiative to build customer loyalty.

The customer service department’s goal is to increase customer retention by 2% this year.

Would like to develop skills to resolve higher-level

issues.

Source: DDI




• Online training

• Instructor-led sessions

• Self-study

• Reading

• Seminars or conferences

• Webinars

Formal learning

Connections Experience

• Feedback from

leaders and peers

• Ongoing, real-time coaching

• Observation

• Shared experiences

• Job shadowing

• Networking

• New job assignments

• In-place developmental assignments

• Off-work experiences

• Cross-functional assignments

• Stretch assignments

• Job rotations


Ongoing Performance Conversations

employees whose managers hold regular meetings with them are almost 3X as likely to be engaged.

3X


Ongoing Performance Conversations

1:1 conversations should happen weekly: This is the most important conversation managers can have!

Structure of the 1:1 to allow the conversation to flow naturally:

• Open conversation

• Clarify expectations and accountability

• Opportunity for feedback and recognition

• Providing an opportunity for growth and development

Development Helping employees reach

their full potential

Goals Insight into

progress and

challenges

Recognition Celebrate success to inspire

and motivate

Feedback and Coaching Offer real time feedback

for positive outcomes

Don’t throw the baby out with the bathwater


Competencies at the Core

Skills

Knowledge

Personal Attributes

Experience

Behaviors


Shift the Focus of Review


Compensation is more than Pay-for-Performance

• Great managers let employees know that their salary is based on a wide range of factors & behaviors

• Managers to be accountable for and confident with honest and open conversations around compensation

• Pay-for-performance is not going away, but it is based on more than just one performance score

• Performance should be recognized in multiple ways from merit increase, to spot bonus, to a few hours out of the office.

• Compensation, like performance, can be just in time and part of a complete total rewards offering

How do we get there?


How to transition from old to new


Exceptional outcomes start with performance at the heart

Aligned & engaged workforce


Build a roadmap

What’s the objective?

What will be included?

Who will be involved?

How do we get buy in?

What are the milestones?


Easy to adopt suite

Expert content and resources

Unparalleled services

Massive, vibrant community

Everything you need to Win with Talent!


Audience Poll

Are you interested in learning how Halogen’s TalentSpace™ solutions can help your organization make ongoing performance management part of your talent strategy?

• Yes

• Not at this time, thanks.


Evelyn Watts Product Marketing Manager

Halogen Software

Hawley Kane Product Manager & HR Champion

Halogen Software

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Key principles to maximize employee satisfaction and contribution in your organization