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

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Let’s face it – performance management, as used in most organizations is broken. In fact, for many people the words “performance management” cause dread, anxiety or at least cynicism. These systems have been created with good intentions, but the outcomes that we are getting are far from meeting those intentions. The good news is that while the systems may be broken, there are ways to make them work without overhauling the software of forms. In fact, in this fast paced practical webinar, leadership expert Kevin Eikenberry shares specific ways to change the mindsets, habits, conversations and outcomes related to performance management in your organization. You will leave being able to work within your organization’s existing systems, and still create real, lasting improvement in your performance management conversations. By the end of this session you will be able to: Determine the misunderstandings and get everyone on the same page Make sure people know it isn’t really about performance “management” Help people see what is really required for success with these processes Know the skills required to make this transformation work Change the culture to make the changes really work Shift the focus to the outcome and not a form

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  • 1. Presenting Today Follow along on Twitter: #BizWebinar @BizLibrary Erin Boettge Content Marketing Manager, BizLibrary eboettge@bizlibrary.com Kevin Eikenberry Author, Speaker, Trainer The Kevin Eikenberry Group kevin@kevineikenberry.com
  • 2. BizLibrary helps organizations succeed by improving the way employees learn. www.bizlibrary.com/free-trial
  • 3. The State of Performance Management: What’s Broken and How to Fix It Kevin Eikenberry Chief Potential Officer The Kevin Eikenberry Group KevinEikenberry.com 4(c) 2016 The Kevin Eikenberry Group
  • 4. I’m Glad You Are Here!  Manager  Senior Manager  Individual Contributor  Team Leader  Someone else . . .  HR  Other parts of the business . . . KevinEikenberry.com 5(c) 2016 The Kevin Eikenberry Group
  • 5. You want performance management to work, or work better KevinEikenberry.com 6(c) 2016 The Kevin Eikenberry Group
  • 6. What You Will Discover  Performance management is broken (and you aren’t alone)  The biggest problems and challenges  How to overcome those problems KevinEikenberry.com 8(c) 2016 The Kevin Eikenberry Group
  • 7. 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 KevinEikenberry.com 9(c) 2016 The Kevin Eikenberry Group
  • 8. 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 KevinEikenberry.com 10(c) 2016 The Kevin Eikenberry Group
  • 9. 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 KevinEikenberry.com 11(c) 2016 The Kevin Eikenberry Group
  • 10. The Truth What we have isn’t working If we don’t change it, it won’t get better and will probably get worse KevinEikenberry.com 12(c) 2016 The Kevin Eikenberry Group
  • 11. 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 KevinEikenberry.com 13(c) 2016 The Kevin Eikenberry Group
  • 12. Why Now? KevinEikenberry.com 14(c) 2016 The Kevin Eikenberry Group
  • 13. So Let’s Get Started!  Performance management is broken (and you aren’t alone)  The biggest problems and challenges  How to overcome those problems KevinEikenberry.com 15(c) 2016 The Kevin Eikenberry Group
  • 14. So Let’s Get Started! KevinEikenberry.com 16(c) 2016 The Kevin Eikenberry Group
  • 15. Performance Management Matters! KevinEikenberry.com 17(c) 2016 The Kevin Eikenberry Group
  • 16. 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Performance reviews are an important part 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
  • 17. 0% 10% 20% 30% 40% 50% 60% 70% Annually Semi-Annually Quarterly Never It varies N/A Monthly How often are formal reviews required? (c) 2016 The Kevin Eikenberry Group KevinEikenberry.com 19
  • 18. Tremendous Investment . . . KevinEikenberry.com 20(c) 2016 The Kevin Eikenberry Group
  • 19. ROI? KevinEikenberry.com 21(c) 2016 The Kevin Eikenberry Group
  • 20. The Big Challenges Employees Leaders KevinEikenberry.com 22(c) 2016 The Kevin Eikenberry Group
  • 21. Employee Challenges KevinEikenberry.com 23(c) 2016 The Kevin Eikenberry Group
  • 22. 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 longer relevant 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: KevinEikenberry.com 24(c) 2016 The Kevin Eikenberry Group
  • 23. Leader Challenges KevinEikenberry.com 25(c) 2016 The Kevin Eikenberry Group
  • 24. 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: (c) 2016 The Kevin Eikenberry Group KevinEikenberry.com 26
  • 25. KevinEikenberry.com 27(c) 2016 The Kevin Eikenberry Group
  • 26. People Don’t Want to Be . . . KevinEikenberry.com 28(c) 2016 The Kevin Eikenberry Group
  • 27. Here is What People Do Want . . . KevinEikenberry.com 29(c) 2016 The Kevin Eikenberry Group
  • 28. The First Step KevinEikenberry.com 30(c) 2016 The Kevin Eikenberry Group
  • 29. The Existing Underlying Belief . . . KevinEikenberry.com 31(c) 2016 The Kevin Eikenberry Group
  • 30. The Necessary Underlying Belief . . . KevinEikenberry.com 32(c) 2016 The Kevin Eikenberry Group
  • 31. The Necessary Underlying Belief . . . KevinEikenberry.com 33(c) 2016 The Kevin Eikenberry Group
  • 32. Problem #1 KevinEikenberry.com 34(c) 2016 The Kevin Eikenberry Group
  • 33. Problem #2 KevinEikenberry.com 35(c) 2016 The Kevin Eikenberry Group
  • 34. What You Can Do as an Employee  Take responsibility  Be prepared (and come prepared)  Ask the future questions  Be serious and take action KevinEikenberry.com 36(c) 2016 The Kevin Eikenberry Group
  • 35. 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 KevinEikenberry.com 37(c) 2016 The Kevin Eikenberry Group
  • 36. KevinEikenberry.com 38(c) 2016 The Kevin Eikenberry Group
  • 37. Where Does That Leave Us? KevinEikenberry.com 39(c) 2016 The Kevin Eikenberry Group
  • 38. KevinEikenberry.com 40(c) 2016 The Kevin Eikenberry Group
  • 39. KevinEikenberry.com 41(c) 2016 The Kevin Eikenberry Group
  • 40. KevinEikenberry.com 42(c) 2016 The Kevin Eikenberry Group
  • 41. KevinEikenberry.com 43(c) 2016 The Kevin Eikenberry Group
  • 42. KevinEikenberry.com 44(c) 2016 The Kevin Eikenberry Group
  • 43. KevinEikenberry.com 45(c) 2016 The Kevin Eikenberry Group
  • 44. There is Hope!  Based on the survey  Based on my observation  Based on my consultations  There is a way to overcome the status quo KevinEikenberry.com 46(c) 2016 The Kevin Eikenberry Group
  • 45. 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 KevinEikenberry.com 47(c) 2016 The Kevin Eikenberry Group
  • 46. 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 KevinEikenberry.com 48(c) 2016 The Kevin Eikenberry Group
  • 47. 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 KevinEikenberry.com 49(c) 2016 The Kevin Eikenberry Group
  • 48. Three Paths Forward  Do nothing  Do it on your own  Get some help KevinEikenberry.com 50(c) 2016 The Kevin Eikenberry Group
  • 49. KevinEikenberry.com 51(c) 2016 The Kevin Eikenberry Group
  • 50. The Choice is Yours  Do nothing  Do it on your own  Get some help KevinEikenberry.com 52(c) 2016 The Kevin Eikenberry Group
  • 51. Performance Management and Development Toolkit: 8 e-learning courses
  • 52. Performance Management and Development Toolkit 1. And Introduction to Remarkable Performance Development 2. The Performance Development Mindset 3. Getting Ready for Performance 4. Conducting Performance Development 5. Performance Development for Star Performers 6. Performance Development for Struggling Performers 7. Performance Development for Remote Employees 8. A New Supervisor’s First Performance Development Conversation
  • 53. Try out these video lessons and more! Let us know through the poll if you’d like a free trial of BizLibrary’s online course collection. www.bizlibrary.com/free-trial
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