Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Talent Management

No description
by

Jason Wood

on 30 September 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Talent Management

What is World-Class Performance ?
Process & Tools
The Performance Management Process
Creating Line of Sight for Our Employees
2014 Performance Review Planning
January XX: You will receive a spreadsheet from HR with a list of your non-union employees. It will be pre-populated with the standard X% salary increase for everyone. You will be asked to make recommendations to adjust any employees that you think should get more or less than the standard. Remember – salary increase is not a reward for good or stellar PAST performance. A proposal to pay someone above the norm should be based on 1) that employee’s value to the future of the business or 2) the risk of losing that employee at current salary levels
 
February X and X Group training sessions will be scheduled for supervisors and/or managers that wish to receive guidance in “Writing & Delivering Performance Reviews”. The schedule will be posted on the intranet.
 
February X: For all bonus-eligible employees, use the “G&W Performance Management and Development Planning” form and complete “Part 1: The Performance Review” (see same titled attachment). All bonus-eligible employees MUST have a performance rating as it impacts their bonus percentage. The last page of the Performance Review template provides guidelines on the rating system and the approximate percentage of employees you should have in each category. Please submit the completed forms to HR by February X, 2015.

Proposed Talent Review Cycle
Talent Management
The Road to World-Class Performance
High-Performance Culture
Leadership Behaviors
Process Tools
Create consistency and fairness
Align effort with strategy
Monitor progress
Give feedback
Measure performance
Align rewards and consequences
Leadership Behaviors
TBD
High-Performance Culture
Efforts are aligned with business needs
Goals stretch but don't strain
Strengths are emphasized
Feedback is goal-based, frequent and accurate
A focus is placed on not just 'what' gets achieved but 'how'
Everyone understands how their performance will be measured
Those who exceed their goals are rewarded in a way that reflects the accomplishment
Managers are actively involved and view performance management as their most important role
GOAL SETTING
ASSESSMENT RATINGS
CONNECTION TO KEY BUSINESS PROCESSES
FEEDBACK & COACHING
COMPENSATION & CAREER
PATHING
TRANSPARENT
FEEDBACK
THE 2015 PERFORMANCE MANAGEMENT PROCESS
2015 ORGANIZATIONAL GOALS
2015 DEPARTMENTAL GOALS
2015
INDIVIDUAL GOALS
2015
INDIVIDUAL DEVELOPMENT PLANS
2015 PERFORMANCE REVIEW
PERFORMANCE RATING DEFINITIONS
5 - Exceptional
Consistently exceeds expectations. A majority of objectives are above or substantially above target. Regularly makes contributions – beyond job responsibilities – that make a significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture.
4 - Exceeds
Regularly exeeds expectations and most if not all objectives are above target. Has made at least one contribution - beyond job responsibilities - that make significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture
3 - Meets
Meets most, if not all, expectations. Is a solid contributor. Majority of objectives are at target. Some will be above target and 1 or 2 may be below target.
2 - Mostly Meets
Did not meet expectations. Most of the objectives are below target. Performance Improvement Plan must be implemented.
1 - Does not Meet
Far below expectations. Termination should be initiated.
+
=
THE 2015 PERFORMANCE MANAGEMENT PROCESS
2015 ORGANIZATIONAL GOALS
2015 DEPARTMENTAL GOALS
2015
INDIVIDUAL GOALS
2015
INDIVIDUAL DEVELOPMENT PLANS
2015 PERFORMANCE REVIEW
PERFORMANCE RATING DEFINITIONS
5 - Exceptional
Consistently exceeds expectations. A majority of objectives are above or substantially above target. Regularly makes contributions – beyond job responsibilities – that make a significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture.
4 - Exceeds
Regularly exeeds expectations and most if not all objectives are above target. Has made at least one contribution - beyond job responsibilities - that make significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture
3 - Meets
Meets most, if not all, expectations. Is a solid contributor. Majority of objectives are at target. Some will be above target and 1 or 2 may be below target.
2 - Mostly Meets
Did not meet expectations. Most of the objectives are below target. Performance Improvement Plan must be implemented.
1 - Does not Meet
Far below expectations. Termination should be initiated.
THE 2015 PERFORMANCE MANAGEMENT PROCESS
2015 ORGANIZATIONAL GOALS
2015 DEPARTMENTAL GOALS
2015
INDIVIDUAL GOALS
2015
INDIVIDUAL DEVELOPMENT PLANS
2015 PERFORMANCE REVIEW
PERFORMANCE RATING DEFINITIONS
5 - Exceptional
Consistently exceeds expectations. A majority of objectives are above or substantially above target. Regularly makes contributions – beyond job responsibilities – that make a significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture.
4 - Exceeds
Regularly exeeds expectations and most if not all objectives are above target. Has made at least one contribution - beyond job responsibilities - that make significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture
3 - Meets
Meets most, if not all, expectations. Is a solid contributor. Majority of objectives are at target. Some will be above target and 1 or 2 may be below target.
2 - Mostly Meets
Did not meet expectations. Most of the objectives are below target. Performance Improvement Plan must be implemented.
1 - Does not Meet
Far below expectations. Termination should be initiated.
THE 2015 PERFORMANCE MANAGEMENT PROCESS
2015 ORGANIZATIONAL GOALS
2015 DEPARTMENTAL GOALS
2015
INDIVIDUAL GOALS
2015
INDIVIDUAL DEVELOPMENT PLANS
2015 PERFORMANCE REVIEW
PERFORMANCE RATING DEFINITIONS
5 - Exceptional
Consistently exceeds expectations. A majority of objectives are above or substantially above target. Regularly makes contributions – beyond job responsibilities – that make a significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture.
4 - Exceeds
Regularly exeeds expectations and most if not all objectives are above target. Has made at least one contribution - beyond job responsibilities - that make significant and material difference to the organizations performance: commercially; in production; in compliance; or in our culture
3 - Meets
Meets most, if not all, expectations. Is a solid contributor. Majority of objectives are at target. Some will be above target and 1 or 2 may be below target.
2 - Mostly Meets
Did not meet expectations. Most of the objectives are below target. Performance Improvement Plan must be implemented.
1 - Does not Meet
Far below expectations. Termination should be initiated.
THE 2015 PERFORMANCE MANAGEMENT PROCESS
2015 ORGANIZATIONAL GOALS
2015 DEPARTMENTAL GOALS
2015
INDIVIDUAL GOALS
2015
INDIVIDUAL DEVELOPMENT PLANS
2015 PERFORMANCE REVIEW
What's My Role as a Manager?
Simply by increasing an employee's knowledge and understanding of the standards by which they are evaluated, employee performance improves by 36%.
36%
(Corporate Leadership Council, 2008)
Create the climate for strong performance:
Provide context on the business priorities and the role your team plays—be part of the goal cascade
Build a scorecard using results-focused goals with on-going review and revise at mid-year.
Establish high-performance and low-performance expectations
Use the performance management tools and resources
Proposed Performance Management Calendar
2015 Corporate Goals


JAN 2015
2015 Department Goals


FEB 2015
2015 Individual Goals / Scorecards

MAR 2015
2015
IDP



MAR 2015
Mid-Year Update Goals & IDP


JUL 2015
2015 Performance Review


JAN 2016
DECEMBER
JANUARY
FEBRUARY
G&W CORP
GOALS
DEPT.
GOALS
TEAM /
SHARED
GOALS
INDIVIDUAL
GOALS
Cascading goals drives strategy into action and creates line of sight
1. ELT/SLT sets direction on Corporate Goals
2. SLT member aligns on Dept/Function Goals
3. Goals are cascaded
ELT and Region/Function Goals Cascade:
G&W Corp
Goals
Dept /
Function
Goals
Characteristics of A, B, & C Positions
Q1
Q2
Q3
Q4
Individual Goals - JAN
Performance Calibration - FEB
Merit Salary Planning -FEB
Potential Assessment - APR
Talent Calibration Sessions - MAY
Communication w/ Key Talent and their Managers - JUN
Mid-Year Performance Review - JUL
Corporate Objective Setting - NOV
Merit Payment -
FEB
Department Goal Setting - DEC
Limited
Average
High
Potential
Low Contribution
(1 and 2)
Solid Contribution
(3)
High Contribution
(4 and 5)
Expert Talent
Limited capacity to move to a higher or more challenging role, despite exceptional performance. Movement may be limited due to technical opportunities and/or limited leadership skills or desires.

Versatile Talent
Exceeds performance goals, delivers hard results, demonstrates solid leadership skills and shows potential to move to a larger, more challenging role. Adds value in one or more business areas.


Key Talent
Exceeds performance goals, demonstrates capacity for within grade advancement or to a higher leadership role. Delivers hard results, sought after for business acumen and subject matter expertise; clearly demonstrates the values of the organization and embraces the goals of the business


Limited Talent
Performs solidly, but has limited capacity to take on greater challenge or more responsibility. Could be at risk.
Valued Talent
Performs solidly and meets position requirements. Demonstrates ability to take on greater responsibility and more challenge with some coaching and development
Rising Talent
Performs solidly and meet’s position’s requirements. Has capacity for advancement within grade or to move to higher leadership roles. May need to move through a performance curve in a new role or stretch assignment
Mismatched Talent
Does not demonstrate aptitude, capability or dedication required to take on a more challenging role. Consistently not delivering results expected. Appears unwilling or unable to take initiative to strengthen own performance. May be better suited to another environment
.

Unconfirmed Talent
Has some potential, but has not yet fully demonstrated this. Performs solidly, but has limited capacity to take on greater challenge or more responsibility.

Untapped Talent
Appears to have higher capacity to take on larger and more complex work but performs at a low level in comparison with peers.
Performance
Exceptional Contribution (5)
This team member consistently contributes to the organization in an exemplary manner. He/she behaves in a way that far exceeds the expectations of performance for this competency and/or role. He/she is a role model or mentor for these behavior(s). He/she inspires others to perform at higher levels and to exceed expectations. His/her efforts and contributions, as well as the demonstration of the G&W Core Values are significantly greater than the general
expectations for his/her role. These behaviors and values are considered a significant strength for this team member and he/she is considered a champion for building and maintaining a positive and productive work environment.
Exceptional Contribution (5)
This team member consistently contributes to the organization in an exemplary manner. He/she behaves in a way that far exceeds the expectations of performance for this competency and/or role. He/she is a role model or mentor for these behavior(s). He/she inspires others to perform at higher levels and to exceed expectations. His/her efforts and contributions, as well as the demonstration of the G&W Core Values are significantly greater than the general
expectations for his/her role. These behaviors and values are considered a significant strength for this team member and he/she is considered a champion for building and maintaining a positive and productive work environment
Exceeds Expected Contribution (4)
This team member has a complete understanding of the competency and/or role and its associated behaviors. He/she often demonstrates these behaviors in a way that exceeds the expectations of performance for this competency/responsibility. He/she demonstrates effort and contribution that are beyond general performance expectations and can be used as a model of appropriate business behavior, as well as the G&W Core Values. He/she demonstrates understanding of the business environment, internal and external factors, and seeks opportunities to improve relationships, products, services, etc. These behaviors and values are considered strengths or talents of this team member.
Solid Contribution/Meets (3)
This team member understands the requirements of this competency and/or role, and demonstrates consistent performance of the associated behaviors. He/she meets, and sometimes exceeds the expectations of performance for this competency and may be counted on to meet goals and objectives regularly and in a timely fashion. He/she consistently demonstrates the G&W Core Values and can be counted on the represent these values in the performance of his/her role.
Partial Contribution (2)
This team member does not always demonstrate an understanding of the requirements of this competency and/or role. He/she does not always demonstrate consistent performance of the associated behaviors and/or the G&W Core Values. This team member’s performance of these behaviors would be considered a weakness.
Below Expected Contribution (1)
This team member lacks an understanding of the competency/role and/or cannot demonstrate the associated behaviors. He/she may struggle to define the competency or requirements of the role or may resist or be unable to demonstrate the behaviors at an acceptable level of performance. He/she may perform other functions of his/her role well, but may have difficulty or lack connection with this particular set of performance expectations. He/she may overuse a skill, appearing to lack flexibility of style, capacity, or approach and/or he/she may demonstrate behavior which is out of alignment with the G&W Core Values. This team member’s performance of these behaviors or demonstration of the G&W Core Values requires significant improvement.
PERFORMANCE
Strategic Impact

Performance Variability

Talent Acquisition

Impact of Mistakes

Poor Performance Decisions

Percent of Positions
Significantly increases the probability of success


The gap between low and high performers is substantial


Hard to find and retain


Mistakes may be costly, but missed revenue opportunities may be greater


Immediately detected




< 15%
Support wealth creation



Hard to differentiate performance



Selection of wrong person is fairly easily remedied

Mistakes can be costly in that they destroy wealth



Variablitiy may be substantial, but anything beyond standard has little strategic impact

B + C = 85-90%
Little strategic impact



Very hard to differentiate performance



Selection of wrong person is very easily remedied

Mistakes and erros are not costly



Often tolerated




B + C = 85-90%
A
B
C
Praise & Recognition
Managing poor performance
ESSENTIAL CONVERSATIONS
Link to corporate goals and strategic planning
Link to budgeting process
Full transcript