Training handout

‘Carpark’forissuesthatcannotberesolvedtodayoroutstandingquestionsthatwillbeansweredaftertodayPlease…2MercerGettoknowyouWhatisyourname?YourpositionYearsofexperiencewithTAKSNumberofsubordinateYearsofpeoplemanagementexperienceYourfavoritefobby……Please…Whatisperformancemanagement?4MercerQuestion1Keychallengesinyourareaofresponsibilities?Haveyoucommunicatedeffectivelythechallengesintheteamandhavetheydonethingsdifferently?5MercerQuestion2Whatisthebiggestchallengeinperformancemanagementforlinemanagers?6MercerPrinciplesofPerformanceManagementProcessCorebusinessprocess–NotHRPerformanceratingswilldifferentiatebetweenpeopleRatingswillinfluence/haveanimpacton:–Training/development–Progression/careeropportunities–Pay/rewardManagingpeopleandperformanceeffectivelyisanessentialskillformanagers7MercerGlobalHRAgendaTop5HRActivitiesIdentifiedbyBusinessThemeShort-termActivityLong-termActivityGeneratingRevenueGrowthControllingCostsandRiskGlobalizingBusinessEngagingEmployeesImprovingProcessesEmergingSkillsShortagesChangingDemographicsTrainingCompensationandbenefitsPerformancemanagementLeadershipdevelopmentHRISIncreasedrecruitmenteffortRestructuring/org.structureSuccessionplanningChangingrecruitmentprocessEmployeeself-serviceEmployeesurveyandfollowupMergersandacquisitionsOthercommunicationsProcessre-engineeringSaleseffectivenessWorkforceplanningBrandingasemployerofchoiceCareerdevelopment/pathingControllingemployeecostsFindinggloballymobileemployeesFlexibleworkarrangementsNewstandardcompanypoliciesOutsourcingRetentionprogramSource:MercerGlobalBusinessChallengesSurvey2006OverviewofPerformanceManagementProcessandTools9MercerObjectivesoftheperformancemanagementapproachFocustheteamandindividualsondoingtherightthingsoverthecomingyearReviewhowindividualsareworkingtoachievethegoals(Competencies)Givemanagersaclearviewoftheirbusinessarea’sstrengthsandgapsCreateopportunityforrecognizingandrewardingtopperformersIdentifyandaddressunderperformanceContinuallyimprovetheorganization’soverallcapability10MercerCompanystrategy•Individualevaluation•Organizationperformance•Communicationandconsensus•Compensationandbenefit•Promotion•Performanceimprovementplan•Traininganddevelopment•Clarifycompany,departmentandindividualobjective•Communicationandconsensus•Observeandrecord•Mid-termevaluationandadjustment•FeedbackandcoachingPerformanceplanningPerformancefeedbackPerformanceevaluationPerformanceincentive11442233FacilitatePerformanceReviewPerformanceEstablishPerformance&DevelopmentPlanPerformanceReward&RecognizePerformancemanagementprocess11MercerPerformancemanagementprocesstimelineMay/JuneOctober-DecemberJanuary/FebruaryNovember/DecemberAugust/SeptemberCorporatePlanning&BudgetingSetobjectivesanddiscusscompetencystandardsOngoingperformancemanagementdiscussionsMidtermcorporateresultsQuarterlyperformanceupdateDepartmentalPlanningQuarterlyperformanceupdateCommunicationofcorporateanddepartmentgoalsPerformancereviewandfeedback12MercerPerformancemanagementprocessrolesandresponsibilitiesManager’srole–contentowner–Confirmorreviewemployeegoals/objectives–Formviewofeffectivenessandbehavioroftheindividualintheirrole,throughouttheyear–Seekadditionalfeedbackonanindividualfromothers–Provideregularfeedbacktoindividual–Dealwithunder-performanceearly–Reviewemployeesdevelopmentneedsanddevelopmentactivitieswithinbudgetconstraints–EnsurePerformanceManagementpaperworkcompleted,signedoffandsenttoHR–Makingfinalinformedjudgmentonperformance–Recognize,praise&thanks13MercerPerformancemanagementprocessrolesandresponsibilitiesEmployee’srole–Suggestdraftgoals/objectivesanddevelopmentneeds–Discussthecompetenciestoensureunderstandingofhowtheyaredisplayed–Seekfeedbackonperformancethroughouttheyear–Gatherexamplesofperformance/meetingobjectivesandprepareforperformancemanagementmeetings–Responsibilityforhelpingtheprocesswork14MercerPerformancemanagementprocessrolesandresponsibilitiesExecutiveDirector’srole–seniormanagementownership–Ensuretheprocessisimplementedeffectivelyintheirareaofthebusiness.–EnsureconsistentapplicationofratingsHR’srole–processowner–Providetrainingonhowtousethesystem–Ensuretheprocessisbeingeffectivelyapplied–Provideassistancewhereamanageandemployeecannotagreeonperformanceassessment–CollateandsummarizeoverallratingsanddevelopmentrecommendationsAstrategicmanagementtool-BackgroundoftheBalancedScorecard(BSC)16MercerInventionofBalancedScorecard(BSC)EstablishedbyKaplan&NortonTheBalancedScorecardwasinventedin1992byRobertKaplan,aprofessoratHarvardBusinessSchool,andDavidNorton,aconsultantfromRenaissance.VariouspracticesatthetimeofhigheconomicgrowthInventedasStrategicManagementtoolintheU.S.GoalSettingTQC/TQMGoals&ObjectiveReportFinancialPerspectiveFinancialPerspectiveCustomerPerspectiveCustomerPerspectiveBusinessProcessesPerspectiveBusinessProcessesPerspectiveLearning&GrowthPerspectiveLearning&