- Andrew Bartlow, Head of HR, Waypoint Homes
- Sharon Bishop, Director, Workforce Planning and Development, Regina Qu’Appelle Health Region
- Rhonda DeLuca, Vice President of HR, Terumo Cardiovascular Systems
- Jan Hills, Partner and Author, Head, Heart & Brain Consultancy
- Melanie Jacobs, Manager, Learning and Development, Sappi
- Cindy James, Director – Organizational Development, Elbit Systems of America
- Jeremy Janzen, CHRO, HyLife
- Melody King, VP of HR, W/W Talent Development, Herbalife
- Suzanne Lahache, GM of Human Resource Preparedness, Mohawk Council of Kahnawà:ke
- Ashley Lundquist, VP of People, LeadPages
- Maura Parda, Executive Coach and Organizational Change Strategist, 512 Leadership Group
- Megan Paterson, Vice President of HR, Kinaxis
- Kerry Pletch, CHRO, City of Guelph
- Michele Vogt, Acting Vice President, People and Safety, Regina Qu’Appelle Health Region
- Minna Whitman, Manager of Learning and Employee Development, HRG Worldwide
- Sarah Wilson, Director, Talent Acquisition, Performance Management & Principal Staff Officer, Indigo
- Many organizations are ditching ratings and the annual appraisal in favor of an agile approach to managing performance that focuses on continuous goal setting and feedback, often without ratings.
- However, new research shows that agile is not the cure-all to performance management that many hoped it would be. Getting rid of ratings doesn’t get rid of the need to evaluate performance; agile is not necessarily easier for managers, and agile doesn’t suit every context.
- Ditching the annual performance appraisal for agile practices won’t necessarily solve your performance management problems.
- Choose the building blocks of modern performance management that best fit your organizational needs to ensure the greatest impacts on individual and organizational performance, productivity, and engagement.
- Performance management rises or falls with managers; provide the training they need to have effective performance conversations.
Impact and Result
- Adopt a modern approach to performance management that combines the best of both traditional and agile. Select and customize the following building blocks to meet your needs:
- PM process, feedback and coaching, goal setting, competencies, ratings, and crowd-sourced feedback.
- Train managers to give high quality feedback and coaching as a way to improve all other aspects of performance management.
This guided implementation is a ten call advisory process.
Guided Implementation #1 - Prepare to change your performance management (PM) framework
Call #1 - Identify current PM approach and determine objectives for future state.
Call #2 - Define building blocks and prepare for stakeholder buy-in.
Guided Implementation #2 - Design your PM framework
Call #1 - Review building block options against organizational need and capability.
Call #2 - Review goal management model and their incorporation into the new framework.
Call #3 - Discuss potential for removing ratings.
Guided Implementation #3 - Align related HR processes
Call #1 - Determine integration of HR processes and the PM framework.
Guided Implementation #4 - Communicate and train to manage change
Call #1 - Decide alternative options for modern PM framework rollout.
Call #2 - Review the communication strategy for your organization.
Call #3 - Prepare for pushback.
Call #4 - Review metrics and objectives for this initiative.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Determine Your Current State and Identify Objectives
- Decide the appropriate approach to performance management in terms of your organization’s need for, and readiness for, modern PM.
- Assess your current state in terms of PM and metrics.
Key Benefits Achieved
- Use McLean & Company’s modern performance management framework to develop employees through meaningful and timely feedback and coaching.
- Set modern PM metrics.
Assess your PM framework and identify challenges.
- Current state defined.
Define your organization’s PM project objectives.
- Objectives for future state determined.
Set benchmark metrics and take baseline measurements.
- Metrics selected.
Module 2: Define the Building Blocks of Your New PM Framework
- Design the modern performance management process.
- Define organizational competencies and competency proficiency levels.
- Prepare for calibration meetings.
Key Benefits Achieved
- Modern performance management process is tailored for the organization.
Tailor the modern PM framework.
Assess current feedback and coaching activities.
- Determined the optimal approach to feedback and coaching for the organization
Clarify the approach to goal management.
Define the role competencies will play.
Determine proficiency levels.
- Clarified how competencies and proficiency levels will be used for PM.
Develop a rating scale.
Plan for calibration meetings.
- Calibration meetings are prepared to run.
Decide whether to use crowd-sourced feedback.
- Discussed the approach to gathering employee feedback based the organization’s culture.
Module 3: Align HR Processes and Determine Action Plan
- Format the communication and training strategy.
- Customize guides for managers.
Key Benefits Achieved
- Train managers and employees in the new PM framework, and track success.
- A plan to launch and sustain APM effectively in your organization.
Evaluate the alignment of other HR processes with PM.
- HR processes and PM are aligned.
Determine rollout method.
Develop a communications strategy.
- Rollout method and communication strategy set.
Customize the Modern PM Feedback & Coaching Guide.
Prepare to respond to pushback.
Plan next steps.
- Next steps planned.