The State of Performance Management: What’s Broken and How to Fix It

Presenting Today

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Erin BoettgeContent Marketing Manager,

[email protected]

Kevin EikenberryAuthor, Speaker, Trainer

The Kevin Eikenberry [email protected]

BizLibrary helps organizations succeed by improving the way employees learn.

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The State of Performance Management: What’s Broken

and How to Fix ItKevin Eikenberry

Chief Potential OfficerThe Kevin Eikenberry Group

KevinEikenberry.com 4(c) 2016 The Kevin Eikenberry Group

I’m Glad You Are Here!

Manager Senior Manager Individual Contributor Team Leader Someone else . . .

HR Other parts of the business . . .


You want performance management to work, or work better


What You Will Discover

Performance management is broken (and you aren’t alone)

The biggest problems and challenges

How to overcome those problems


Why You Came

You see a picture of a future where this does work . . .

Or at least you want to see it . . .

Because it is important


Painting the (Desired) Picture

People always know where they stand on their performance People are intentionally and consistently improving,

developing and growing People’s efforts are clearly tied to organizational needs and

goals People see a connection between personal and professional

growth People always know how to proceed in their development

towards those goals


Painting the (Desired) Picture

People always know where they stand on their performance People are intentionally and consistently improving,

developing and growing People’s efforts are clearly tied to organizational needs and

goals People see a connection between personal and professional

growth People always know how to proceed in their development

towards those goals


The Truth

What we have isn’t working

If we don’t change it, it won’t get better and will probably get worse


Why Me?

Former Fortune 10 employee On both sides of this situation

Long time Speaker, Trainer and Consultant Seeing the problems Helping organizations overcome them

Leader myself Wanting to make it work


Why Now?


So Let’s Get Started!

Performance management is broken (and you aren’t alone)

The biggest problems and challenges

How to overcome those problems


So Let’s Get Started!


Performance Management

Matters!KevinEikenberry.com 17(c) 2016 The Kevin Eikenberry Group

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Performance reviews are an importantpart of our organizational culture

They are required, but not focused on We don't use them

How important are performance reviews in your organization?

(c) 2016 The Kevin Eikenberry Group KevinEikenberry.com 18

0%

10%

20%

30%

40%

50%

60%

70%

Annually Semi-Annually Quarterly Never It varies N/A Monthly

How often are formal reviews required?


Tremendous Investment . . .


ROI?


The Big ChallengesEmployees

LeadersKevinEikenberry.com 22(c) 2016 The Kevin Eikenberry Group

Employee Challenges


29

31

41

97

107

134

134

144

216

0 50 100 150 200 250

I don't get any positive feedback

We don't do performance reviews

I don't get to share my input or thoughts

I get comments about things I did months ago - and is no longerrelevant

I don't get any valuable feedback

The feedback is all vague and isn't specific enough

The process is stressful

The form or process is clunky or unhelpful

The process doesn't help me perform better

My biggest problems or challenges with performance reviews as an employee are:


Leader Challenges


43

57

73

77

122

132

150

0 20 40 60 80 100 120 140 160

We don't do performance reviews.

I don't have adequate training on our system or process.

I don't have adequate information to review my employees effectively

Our form or process is too hard to use.

The performance reviews are uncomfortable

Our form or process doesn't work.

I don't have time to do the reviews.

My biggest problems or challenges I have with our performance review process as a supervisor/manager are:



People Don’t Want to Be . . .


Here is What People Do Want . . .


The First Step


The Existing Underlying Belief . . .


The Necessary Underlying Belief . . .


The Necessary Underlying Belief . . .


Problem #1


Problem #2


What You Can Do as an Employee

Take responsibility

Be prepared (and come prepared)

Ask the future questions

Be serious and take action


What You Can Do as a Leader

Include your team members

Talk more often (and talk less)

Take the pressure off the “meeting”

Make it about development



Where Does That Leave Us?








There is Hope!

Based on the survey

Based on my observation

Based on my consultations

There is a way to overcome the status quo


Here’s Why I Built This

The unintentional underlying belief isn’t working

The pain is real

The cost of the problems are enormous

The desire for something better is everywhere

We are in a unique position to help


This Isn’t For You If . . .

You don’t have this pain Your process is working

– or –

You don’t think you can influence anything You don’t have any hope


The Outcome . . .

A process that really works, giving you what you really want: People always know where they stand on their performance People are intentionally and consistently improving, developing

and growing People’s efforts are clearly tied to organizational needs and goals People see a connection between personal and professional

growth People always know how to proceed in their development towards

those goals


Three Paths Forward

Do nothing

Do it on your own

Get some help



The Choice is Yours

Do nothing

Do it on your own

Get some help


Performance Management and Development Toolkit: 8 e-learning courses

Performance Management and Development Toolkit

1. And Introduction to Remarkable Performance Development

2. The Performance Development Mindset3. Getting Ready for Performance4. Conducting Performance Development5. Performance Development for Star

Performers6. Performance Development for Struggling

Performers7. Performance Development for Remote

Employees8. A New Supervisor’s First Performance

Development Conversation

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The State of Performance Management: What’s Broken and How to Fix It