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Transcript of Emerging Trends in Learning & Performance: Shift Your Performance Discussions Towards Development...
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Jeremy Spake, Principal Consultant
Emerging Trends: Shift Your Performance Discussions Towards Development for Growth
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Today’s SpeakerJeremy Spake, CCP, GRPPrincipal Consultant, Performance and Compensation
Jeremy is responsible for providing thought leadership for SaaS-based talent management by working with clients to achieve business objectives through use of the Cornerstone OnDemand (CSOD) suite of services.
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• Annual Event• Process-driven• Focus on existing leaders• Tenure-based• Emphasis on Appraisal
Emerging TrendsTraditional
• Ongoing• People-centric• Focus on developing leaders• Development on-demand• Emphasis on Development
Emerging
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•How have you changed your performance management process? select all that apply
A. Eliminated use of forced distributionB. Eliminated ratingsC. Replaced annual performance reviews with more frequent check-insD. Replaced annual goal setting with near-term goal settingE. Separated performance discussions from compensation discussionsF. N/A – nothing so far
Polling Question #1
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Recent Changes to Performance Management Approach
Replaced annual employee performance goal setting with near-term goal setting
Replaced annual performance appraisal discussions with frequent and in-the-moment feedback
Eliminated use of rating scale (numerical and/or descriptive)
Eliminated use of forced distribution
Separated performance discussions from merit increase discussion
Not Applicable; We haven't changed anyting recently.
0% 10% 20% 30% 40% 50% 60%
11%
14%
16%
18%
26%
57%
Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
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2017 Priorities
• Engage your partners
• Foster communication
• Demonstrate accountability
• Rewards and recognition
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“Goodbye Talent Management, Hello People Management”
Understand Your Employee
7Source: HCI Internal Mobility Research 2014
47%Agree that it is easier for an employee to find a job outside of our organization than
inside it.
89%Agree that hiring is less expensive from within
the organization.
86%Agree that it is
faster from within the organization.
60%Agree that employees promoted from within
perform better.
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•What is the focus of your performance and development program?
A. Develop StrengthsB. Correct WeaknessesC. Not SureD. Other
Polling Question #2
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• Context is critical
•Develop the whole person
• Treat development as a journey
• Service promotes purpose
Performance Management & Development Philosophies
Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
49%OF ORGANIZATIONS SAID THEIR PERFORMANCE MANAGEMENT PHILOSOPHY IS BASED ON DEVELOPING EMPLOYEE STRENGTHS
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• Trend of “check-ins” will drive dev discussions• Employees at the intersection of
career mgmt. and development• Small team structures• Provide leadership opportunities early
in career• Teach managers to manage projects
and people simultaneously and individually• Provide “career coaches” / “mentors”• Hackathons – collaborative
development
People & Process DevelopmentTalent
• Invisible L & D• Digitize• Reduce levels in your job architecture –
reference market trends• Looking at the past and providing guidance
for future (windshield)• Ensure efficient operational processes• Build the talent system• Understand, manage and improve the
employee experience
Organization
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Case Study: YUM!
Source: Brandon Hall Group 2017 Silver Award Report
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Case Study: YUM!
Source: Brandon Hall Group 2017 Silver Award Report
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Development is Imperative
• Develop leaders who can drive real change
• Build a pipeline of ready-now leaders
• Create an engaging culture
• Lead with purpose and sustain superior results
58% 74% 51%
Of employees think college graduates are not adequately prepared for the workforce
Of businesses report persistent shortages of talented mid-level managers
Of businesses report that they still don’t have enough talented executives
More people and skills to develop
Source: McKinsey & Co. Education to Employment 12/2012. Bersin by Deloitte, Developing 21 st Centruy Leaders 11/2011
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Leadership Development Priorities
Becoming more purpose and values driven
Diversifying the leadership pipeline
Driving engagement
Accelerating time to performance
Driving culture change
Filling gaps in your leadership pipeline
Developing leaders to drive strategic change
8%
6%
7%
12%
16%
22%
29%
9%
12%
15%
14%
16%
16%
19%
10%
14%
16%
13%
13%
16%
18%
Rank the most important leadership development priorities in your organization.
Series 1 Series 2 Series 3
66%54%
39%
38%
32%
27%
45%
Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
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•First-level leaders
•Mid-level leaders
•High-potential leaders
Develop Leaders
Source: Korn Ferry, Real Life Work 2016
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•Activities & Projects
•What Next?
•What does success look like?
•Connecting to business goals
•Self-evaluations
Clear Expectations
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Case Study: BAE Systems
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Case Study: BAE Systems
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•How would you describe your internal coaching and mentor program?
A. A defining benefitB. Effective development coaches in placeC. No TrainingD. Not Sure
Polling Question #3
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Manage Like a Coach
Source: 2016 Brandon Hall Group Performance Management Approach (n=269)
Effective devel-opment coaches;
23%
Defining benefits; 45%Don't know; 5%
No training; 27%
Existence of a Coaching Culture
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•Check In
•Manage Obstacles
•Evaluate Strengths & Opportunities
•Manage like a coach
•Look ahead
Continuous Development
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Case Study: Isbank - Turkey
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Case Study: Isbank - Turkey
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•Skills check
•Personal brand
•Networking
•Career Planning
•Exploring Skills & Interests
Develop
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Case Study: T-Mobile
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Case Study: T-Mobile
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•What development programs do you currently have in place for employees in your organization? select all that apply
• A) Stretch assignments• B) Project lead• C) Role expansion• D) Rotation• E) Formal skill development• F) Other
Polling Question #4
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•Pay Decisions Based on:
•Employee’s performance against individual goal plans
•Employee’s performance in comparison to peer group
•Organizational budget
•Market data – both internal and external
Decoupling Compensation and Performance Discussions
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•Collaborate with and engage partners
•Enable collaborative and social learning environments
•Use experiential development methods
• Incorporate metrics and feedback tools
•Communication is critical
• Internal developmental coaching programs
Best Practices
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•Connect development strategy to business strategy
•Embed change throughout the organization
•Make development programs contextual and relevant
•Encourage a sense of purpose and mission
Summary
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• Part I: Diagnose, Discern, Develop• January 16
• Part II: Learning Strategies• Feb. 16
• Part III: Development• March 15
Elements of Effective Performance Management
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Performance ManagementLearning Strategies
Diagnose, Discern Develop
Development
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Questions?
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Jeremy Spake, CCP, GRPPrincipal Consultant, Cornerstone OnDemandM: 206-755-4194Email: [email protected]: www.linkedin.com/in/jeremyspake
Contact
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Thank You!