Link Your Strategies for Retention and Growth!

Performance Management, Data Management and Succession Planning

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Agenda

  Clearly defined objectives, the key to effective performance management

  The intersection of tactical and strategic skills   Succession planning as a comprehensive, ongoing

activity   Bridging generational issues in the workplace   Following-up

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Performance Management

A system of inter-related activities that:   Involves the employee   Is primarily carried out by the supervisor and

higher-level management   Is supported by Human Resources  Has the goal of improving employee

performance, productivity, motivation, and morale

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How Integrated is Your Performance Management? 1.  Managers create objectives with their employees that are

aligned with organizational objectives and meet frequently throughout the year to discuss and review them.

2.  Managers create objectives for their employees and have a mid- and end-of-year review.

3.  Managers assign objectives to their employees and give an end-of-year appraisal.

4.  Organizational objectives aren’t always clearly communicated so it’s hard for managers to set objectives and give feedback.

5.  Who’s got time for all these meetings? Just get the work done!

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Measuring Performance

 Outputs, not activities  Measurable

• Volume • Timeliness • Quality • Efficiency • Cost

 Controllable  Achievable

Clearly defined objectives are:

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Creating Collaborative Objectives

In order to get employee buy-in to accomplishing goals:

  Share higher-level objectives with employee   Have employee develop initial set of objectives that

support higher-level objectives   Review employee's objectives and negotiate final

objective to mutual satisfaction   Agree on what will constitute satisfactory performance

for these objectives   Include developmental goals for the employee

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Identifying Competencies To Develop

Strategic •  Focuses on long-term competencies

Tactical •  Focuses on more immediate results

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Why Manage Performance?

  To accomplish goals   To improve performance   To motivate staff   To identify and address performance gaps   To develop staff   To prepare the next generation of

managers

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What’s Needed to Link Performance and Succession?

To effective manage performance and succession you need the proper support

 Performance management system  HRIS with PM module  Support of senior leadership  Succession management process

• Assignments • Rotations • Mentors

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How Integrated is Your Succession Management? 1.  Succession management is an ongoing developmental

activity involving managers at multiple levels and addressing all levels of management.

2.  Succession management is an activity done annually by senior managers to identify potential future leaders.

3.  Succession management is done on an ad hoc basis in the event a senior manager leaves.

4.  We have a succession plan for contingencies but it is not updated regularly.

5.  We do not have an up-to-date succession plan, our CEO and senior leaders aren’t going anywhere soon.

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Key Elements of Succession Management

  A process for identifying high-potential performers   Identify high-potential performers

  Assess the readiness of high-potential performers   Identify future in-demand skills

  Employee development   Succession planning & management   Create a transition process

  Alignment with the organization’s goals & practices   Fresh strategic input and insights

Internal Sources

  Internal Assessment Programs   Performance Appraisals   Job Posting System  Employee Referrals

Retention is the most cost effective form of recruiting!

Succession Plans That Work*

  Receive visible support from Senior Leadership   Are owned by line management and supported

by staff   Are simple and tailored to unique

organizational needs   Are flexible and linked with strategic

long-range plans   Evolve from a thorough human resources

review process

Succession Plans That Work*

  Are based upon well-developed competencies and the objective assessment of candidates

  Incorporate employee input   Are part of a broader management

development effort   Include plans for developmental job

assignments   Are integrated with other human resources

systems   Emphasize accountability and follow-up

* “Succession Planning,” Lorrina J. Eastman, Center for Creative Leadership, Greensboro, NC

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Succession Management and the Emerging Workforce

  Millennials would rather discover than be told   Shorter attention spans   No more “dues paying”   They expect it all and they expect it now   They are the chosen generation   Twitter mentality   Little sense of history

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They expect to be – and will

need to be – managed differently.

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The Seven “C’s”

• Collaboration is essential

• Coaching works better than commanding

• Communication is the key

• Competency and capability rule

• Compromise wins

• Conflict is to be expected

• Commitment counts

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Performance Management and Succession Planning

Performance management and succession planning are,

and must be, complementary activities,

not events.

Thank You!

Ronald M. Katz, SPHR Penguin Human Resource Consulting LLC

www.PenguinHR.com Ron@PenguinHR.com