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    Building A High-Performance Culture

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    Mazhar Irfan
    Mazhar Irfan, HRMP +971 56 7175231 A Fresh Look at Performance Management, Steps Developing a High Performance Culture, Old Versus Modern Thinking Patterns (Reference: SHRM Foundation’s Effective Practice Guidelines Series)

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    Building A High-Performance Culture

    Uploaded by

    Mazhar Irfan
    345 views29 pages
    Mazhar Irfan, HRMP +971 56 7175231 A Fresh Look at Performance Management, Steps Developing a High Performance Culture, Old Versus Modern Thinking Patterns (Reference: SHRM Foundation’s Effective Practice Guidelines Series)

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    Building a High-Performance Culture

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    Mazhar Irfan, HRMP +971 56 7175231 A Fresh Look at Performance Management, Steps Developing a High Performance Culture, Old Versus Modern Thinking Patterns (Reference: SHRM Foundation’s Effective Practice Guidelines Series)

    Copyright:

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    Download as pptx, pdf, or txt
    345 views29 pages

    Building A High-Performance Culture

    Uploaded by

    Mazhar Irfan
    Mazhar Irfan, HRMP +971 56 7175231 A Fresh Look at Performance Management, Steps Developing a High Performance Culture, Old Versus Modern Thinking Patterns (Reference: SHRM Foundation’s Effective Practice Guidelines Series)

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 29

    A Fresh Look at Performance Management

    Mazhar Irfan, HRMP


    +971 56 7175231
    (Reference: SHRM Foundations Effective Practice Guidelines Series)

    The Business Case


    To build a high-performance culture, training needs to be

    effectively delivered and transferred to the job through the use of environmental cues, tools and reinforces that drive behavioral change. Effective performance management behavior leads to better:
    Bottom line results

    Employee engagement
    Retention of key staff

    Effective Performance Management Requires


    Most performance management strategies focus on

    developing improved rating tools and processes - including various rating formats, different rating criteria, more elaborate process steps and using raters with disparate points of view. The effective performance management requires regular and ongoing activity:
    Communicating expectations on a regular basis. Providing feedback in real time whenever exceptional or poor

    performance is observed. Helping employees develop expertise that maximizes their potential.

    Improvements in Performance Management

    Clarified What is Rated


    Make it clear what is to be rated. Objectives, Results, Individual Competencies, Behaivours, Contributions.

    Changed The Rating Scale


    Ranged betwen 3,5,7 and upto a 9 point Rating Sclae. Pass / Fail Scales Narrative Scales

    Change Who Rates


    MBO, Self Appriasal, 360 Degree Feedback Line Managers, Peers, Customers or Employees themselves

    Change the Goals


    SMART or Cascade Individual or Teams

    Note:
    Rather than trying to improve performance management tools

    and processes, focus instead on creating a high-performance culture by improving the frequency and effectiveness of performance management behavior.

    Real Challenges
    Rather than trying to improve performance management

    tools and processes, instead focus on creating a highperformance culture by improving the frequency and effectiveness of performance management behavior. The key challenges to include following assumptions.
    Performance management to help managers make pay decisions. Performance management to provide documentation that

    organizations need to defend themselves. Performance management to provide a mechanism to deal with poor performers.

    Challenges to Build a Performance Culture


    Extent that Managers believe performance management

    is essential to getting work done.


    Quality and trust of the manager-employee relationship.

    How well the company reinforces successful performance

    management behavior as a key business strategy.

    Developing a High Performance Culture


    The development of performance culture is the main

    essence and it required it is a continuous process.


    For convenience it be segregated into four steps.

    Steps Developing a High Performance Culture


    Motivate Change Lay Foundation
    Assess current Culture Shift performance Management Mindset Scale back burdensome demands Introduce new concepts Put the right people in managerial job Provide Tools & Resources to drive behavior

    Sustain Behavior
    Monitor & Improve

    Hold leaders accountable for continuous improvement

    Step 1: Motivate Change


    Assess the Current Culture
    1. 2. 3.

    Ensuring employees understand the big picture and their role and contribution to the mission, Setting clear expectations and providing feedback so employees can succeed, and Developing individual employees so they achieve their maximum potential.

    Shift Performance Management Mindset


    Both managers and employees must engage in performance management behavior to accomplish anything at work, so this mindset benefits everyone.

    Step 1: Motivate Change


    Communicate the Big Picture
    Clearly articulate the organizations mission and priorities. 2. Discuss how the work fits into the overall mission. 3. Tailor the type of expectations to the particular jobbehaviors, results or SMART goals.
    1.

    Provide Ongoing Expectations and Feedback


    Set ongoing expectations in real time throughout the rating period 2. Provide regular updates so employees understand context and outside factors affecting their work.
    1.

    Step 1: Motivate Change


    Develop Others Through Experience
    Use job experience as the primary means of developing employees. Continually seek job experience that builds performance.
    a. b. c. d.

    Stretch outside comfort zone. Provide opportunities to make mistakes. Entail deliberate practice and feedback. Make relevant to role.

    How to Improve Performance Management


    Behavioral Standards
    Can be used in most jobs. Most relevant for knowledge work. Example: Treat others with professionalism and respect; communicate clearly.

    Objective Results
    Best for jobs with clear, readily measured outcomes. Measure what matters, not just what can be measured. Examples: sales quotas, production rates, error rates.

    Task or Project Goals


    Best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined. Closest thing to SMART. Example: Complete ABC report by Thursday.

    Improved Performance Management


    Strategies
    Communicate the Big Picture

    Managers Benefits
    Employees contribute more when they understand the big picture, meaning less work for managers. Managers gain higher-quality work from staff more quickly with less rework. Managers accomplish more, succeed faster and focus on what they want to do.

    Employees Benefits
    Employees feel more connected and make wiser decisions, increasing engagement and results. Employees perform better work and feel more confident about their contributions Employees grow, develop and advance more quickly.

    Provide Ongoing Expectations and Feedback Develop Others Through Experience

    Feedback
    Formal Feedback
    Occurs in formal sit-down meetings (infrequent). Covers work conducted over time: Multiple performance events and competencies. Initiated, led and controlled by the manager.

    Informal Feedback
    Occurs spontaneously whenever discussion is needed. Covers a specific incidentwhat went right or wrong and what to do differently. Relies on two-way accountability and interaction.

    Performance Culture by Building Trust


    Leader Behaviors to Build Trust
    Make realistic commitments Follow through on promises Keep others informed Show support and avoid blame Share information Protect those not present

    Employee Responses Trust


    Willingness to follow manager lead Willingness to take feedback Perception of fair treatment Increased innovation & creativity Higher satisfaction Increased effectiveness

    Step 2: Lay Foundation


    Scale Back Burdensome Demands
    Eliminate formal system steps that do not add value or undermine

    effective performance management behavior. Use the smallest number of rating factors possible to cover job requirements. Simplify rating scale and requirements. Identify tools that will be well received and that effectively drive desired behavior..

    Step 2: Lay Foundation


    Introduce New Concepts
    Put the Right People in Managerial Jobs Eliminate formal system steps that do not add value or

    undermine effective performance management behavior. Use the smallest number of rating factors possible to cover job requirements. Simplify rating scale and requirements. Identify tools that will be well received and that effectively drive desired behavior..

    Simplify the Rating Scale


    Unacceptable
    Failed to meet technical quality standards; work was incomplete, poorly conceived, error-ridden or not well targeted; work performed unsatisfactorily or in an unresponsive manner.

    Successful
    Products and services met expectations, were complete, well targeted and understandable; work performed was responsive and competent.

    Outstanding
    Surpassed quality standards and expectations; products were thorough, error-free, ideally targeted and maximally responsive to needs.

    Traditional Training

    Traditional Training

    Typically Manager only Primarily on navigating the formal process Focuses on knowledge acquisition, not skill building Often disconnected from on-the-job realities No accountability for learning or application No reinforcement on the job

    Training for Change Behavior


    Training provided for both Managers and Employees Deeper dive, focusing on the knowing/ doing gap More individualized, using assessment results as baseline Uncovers underlying fears and attitudes that prevent change Accountability for learning and application Tools to facilitate change

    Behavior Change

    Suggestion for Training Topics


    For both Managers & Employees
    Building trust. Learning strategies for communication. Ongoing expectations and feedback. Developing through experience

    For Managers
    Communicating the Big Picture. Diagnosing and Addressing Performance Issues. Deep-diving on Feedback and Coaching Skills

    For Employees
    Ensuring Clear Expectations. Seeking Feedback. Reacting Well to Feedback.

    Step 3: Sustain Behavior


    Provide Tools and Resources to Drive Behavior Automated tools that drive feedback and development embedded in enterprise systems. Attention-grabbing messaging pushed out via automated systems. Performance management hotlines and coaches. Social networking tools and supports to share experiences and lessons learned.

    Old Versus Modern Thinking Patterns


    Old Pattern
    Organizational Alignment Goals Development Cascading goals

    Modern Pattern
    Mission articulation and discussions of fit

    SMART goals at the beginning Ongoing expectations as of the cycle work evolves Reluctance to discuss; primarily formal training Once or twice a year; perfunctory and dreaded Part of daily routine; acquiring experience, mentoring Regular discussions embedded in work

    Feedback Performance Ratings

    Detailed to support decisions, Simplified; small number of often cumbersome and low factors defined by standards value

    Old Versus Modern Thinking Patterns


    Old Pattern
    Training For managers on formal system requirements
    Extensive, with documentation requirements Whether steps are completed or not

    Modern Pattern
    For managers and employees on day-today behavior
    Considerably streamlined

    Policies and Procedures


    Evaluation, Monitoring

    Pulse surveys to gauge behavior, satisfaction, results and perceived value

    Step 4: Monitor and Improve


    Hold Leaders Accountable for Continuous Improvement

    by focusing the following:


    Managers provide regular feedback on and examples of

    behaviors exhibited by employees who embody core values. Purpose of tool is to help employees understand how they are perceived. Not used for reward or disciplinary purposes. Free classes offered to employees on improving behavior that reflects core values

    Evaluation Metrics
    Business Results (decreased turnover, improved outcomes)

    Behavior Change from existing state (pulse surveys/360s)

    Employee and Leader views (surveys, focus groups)

    Performance Management Guidelines


    Evaluate employees on job-relevant factors. Inform employees of expectations and evaluation standards in

    advance. Have a documented process with specified roles for managers and employees. Train managers and employees on the performance management process and relevant skills. Document justifications for rewards/decisions by managers. Provide timely feedback on performance issues. Allow employees to formally comment on and appeal evaluations. Make sure evaluations used for decision-making are consistent with decisions.

    Mazhar Irfan, HRMP HR Professional UAE +971 56 7175231

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