USACE Approach to Developing Emergency Managers of the Future
Developing People Managers- Scope International
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Transcript of Developing People Managers- Scope International
People Managers
@
The SCB Way
-People Manager Development Framework
• Take time to
understand my
talents and
strengths - what I
do best’
• ‘Help me get really clear on what
excellence looks like’
• ‘Help me achieve excellence by
doing what I do best’
• ‘Constantly let me know how I’m
doing and help me stay on track’
Focus
me
Care
about
me
Know me
• ‘Get to know me as a person and
make me feel valued for who I am’
• ‘Get to know me as
a person and make
me feel valued for
who I am’
• ‘Create conditions
for team-working
and a fun
environment’
Inspire
me
Role of People Managers
Career & Growth
Implementation of
People Products &
Processes
Fun @ Work Engagement
Performance &
Reward
Learning & Development
People
Management
Performance Management Scorecard
-What we measure?
1I had a discussion with my manager to review my performance in
the year
2I had a discussion with my manager to review the extent to which I
demonstrated the values in my role during the year
3I received feedback that will help me to improve my performance
in the next year
4I had a conversation with my manager about my compensation
following the P3 review
5I understand how my performance links to the decisions on my
compensation
6 I found it easy to set my objectives online using e-performance
7 I found it easy to complete my self-assessment online
8 I had enough time to complete my self-assessment online
9I have reviewed my manager's assessment comments on my
performance online
10 I provided suggestions on my 2011 objectives
S.No Employee Survey of P3 Final Review2010 2009 Change %
97% 96% 1%
93% 90% 3%
92% 91% 1%
87% 79% 8%
84% 80% 4%
97% 90% 7%
98% NA NA
97% NA NA
90% NA NA
85% 84% 1%
Scope Int'l
Performance Management Scorecard
-What we measure?
11I am absolutely clear on what I need to achieve in my job in the
next year
12I understand how achieveing my job objectives will contribute to
the success of the Bank
13 I know what a 1 Rating would look like in my current role
14 My team has agreed our Q12 impact plan
15I discussed with my manager what living the values means in my
role for the next year
16My manager explained to me what the new five-point values
rating scale is
17I have agreed my individual learning & development plan (ILDP)
for the new year with my manager
18My manager judges my performance based on the results I deliver,
not the amount of time I spend at work
19 I found it easy to view my P3 letter/statement online
20The P3 statement (where applicable) helped me to understand my
compensation more clearly
S.No Employee Survey of P3 Final Review2010 2009 Change %
94% 94% 0%
98% 97% 1%
87% 83% 4%
91% 90% 1%
89% 85% 4%
81% NA NA
83% 83% 0%
88% 92% -4%
98% NA NA
90% NA NA
Scope Int'l
How do we do this?
Empowerment,
Accountability &
Ownership
• LMs fully own the
process from
setting objectives to
distributing reward
• A transparent
escalation mechanism
is published for the
benefit of all
employees
Systems &
Processes as
Enablers
•e-performance and
P3 are completely
manager-centric
systems
•LMs are trained and
act as process
champions
HR Plays Coach
& Consultant
•Works closely with the
LMs through the
whole process
•Emphasis is always
on LMs taking
ownership of the
process & outcomes
The Carrot & Stick
Approach
•Behavioral
reinforcement occurs
through appropriate
reward mechanisms
3.9
1
3.9
4
4.0
3
3.9
7
4.1
3.9
8
3.9
6
4.2
2
4.2
6
0.00
1.00
2.00
3.00
4.00
5.00
2003 2004 2005 2006 2007 2008 2009 2010 2011
Our Engagement Journey
Employee Engagement Scorecard
-What we measure?
Overall 2010 %ile Overall
2011 %ile
Increase
in GM
Grand Mean: 4.22 70th 4.26 71st +0.04
Opportunities to learn & grow 4.20 60th 4.24 61st +0.04
Progress in last six months 4.20 61st 4.22 60th +0.02
Best friend 4.33 78th 4.41 79th +0.08
Coworkers committed to quality 4.24 63rd 4.28 63rd +0.04
Mission/Purpose of company 4.34 70th 4.38 69th +0.04
My opinions count 4.10 69th 4.14 70th +0.04
Encourages development 4.11 63rd 4.14 63rd +0.03
Supervisor/Someone at work cares 4.16 51st 4.20 53rd +0.04
Recognition last seven days 3.98 67th 4.01 68th +0.03
Do what I do best every day 4.24 65th 4.27 65th +0.03
Materials and equipment 4.30 68th 4.36 70th +0.06
I know what is expected of me at work 4.46 51st 4.50 56th +0.04
Areas of Strength Areas of Focus
How we do this?
Believe firmly in and swear by the Gallup Model; setting up and managing employees for high-
performance leads to engagement; not pursuing engagement for its sake
Coach managers as part of our People Agenda for deeper engagement awareness. Strive to establish
profound links between their day to day actions as people managers and team engagement.
Employ Q12 not merely as a measurement tool but also prescribe it as a model to our People Managers for
creating and sustaining high engagement in their teams.
Recognition for the Champions (publishing success stories) and Interventions for the Low-scorers (role
change into individual contributors).
Walk the Talk-Linking promotion/reward decisions of people managers with their teams’ engagement levels
as reflected in the Q12 indices (impact for the bottom quartile managers)
Employee Engagement is not a HR KRA; it is a strategic priority for the Bank and on every business
manager’s job objectives.
HR Transformation &
People Manager Development – A Neat Dovetail
Vest ownership and
accountability for People
Outcomes with Line Managers
themselves
HR function’s credo is to the
business as much as it is to the
people themselves
HR teams transfer their product
expertise on to the Line Managers
so as to make them our product
champions
Line Managers look up to HR for
Coaching & execution support
Ask HR – A Key Milestone in our
Transformation journey; the virtual world
to all employee services;
HR team spends its time on assessing
needs, creating new people
products/programs (or) tailoring existing
solutions to address those needs
Our identity is one of product
experts/consultative business partners-
a conscious position we want to occupy
in our customer’s (the business) mind
Questions
•Setting up and managing employees
for high-performance which leads to
engagement; not pursuing engagement
for its sake. Setting up and managing
employees for high-performance which
leads to engagement; not pursuing
engagement for its sake.
•Setting up and managing employees
for high-performance which leads to
engagement; not pursuing engagement
for its sake. Setting up and managing
employees for high-performance which
leads to engagement; not pursuing
engagement for its sake.
Nurturing Engagement - Creative Communications
Demystifying Engagement - Awareness