Performance, Development & Impact Reviews Learning Management Slides... · Performance, Development...

bydeluxe.com Confidential & Proprietary

Performance, Development & Impact Reviews Managers

November 2017


Hello

Sati KaurFacilitator

Bethany SamsonProducer

Name and role

How long at Deluxe?

Introductions

Agenda

Context & background

Framework for effective

PDI discussions

How do we learn &

develop?

Deluxe PDI reviews

Confidentiality

Getting the most from the session

Turn off your phones, emails and texts and clear any distractions from your workspace

Participate and prepare to be called on by name

Be patient waiting for a response to Chat messages


Context & Background


8

What will it look and feel like in the future if we did performance reviews really well?


Benefits of getting it right

9


Move into Workday for full PDIMoving towards global calibrationTalent mapping

Move into BAU with increased calibrationIntegrated talent management /succession planning

Our 3 year journey

10

Year 1 Year 2 Year 3

First globally consistent online approachReview of performance, development and impact Start conversation about valuesSnapshot calibrationIdentify talent

Roll-out plan 2017P

re-c

om

mu

nic

atio

n

HR webinarLine Manager briefings (F2F and online)

Employee introductory

webinar

Follow up communication

and sessions

20

18

fo

llow

up

Early – mid November Mid – late November December


Framework for effective PDI discussions


Stretch – Coach - Review


Setting goals and objectives (Stretch)


15

When setting goals with team members, what information should you be communicating?


Key considerations when setting objectives

16


Effective objectives - SIMple

17

References:Secret to Setting Great Goals, Marc Effron, Talent Strategy Group.


Effective objectives - Impact

18


Have a go…

19

Think about one of your team members and what they need to do/achieve in 2018. Set a SIMple objective for them. (4 minutes)

Impact goals – SIMple (Specific, Important, Meaningful)

What is the goal? (Specific)

1.

Why is it important? (For the individual, the team, division, organisation)

What will be the impact? (when achieved?)


Some examples

20

What is the goal? (Specific)

1. Increase technical knowledge –learn Houdini to a basic level

Why is it important? (For the individual, the team,

division, organisation)

What will be the impact? (when achieved?)

There is more work coming in the studio with Houdini knowledge needed

Impact goals – SIMple (Specific, Important, Meaningful)

Actions

Ability to work on more projects to increase value to Deluxe

Take course online through e-learning platform, seek mentor who knows platform

2. One Workflow - I would love the opportunity to be involved in what we are developing. This speaks to my background in systems, and is what I have enjoyed the most about my job with Deluxe

We are emerging as a company more into the technology realm and I want to be able to support multiple workflows and development projects

More quickly develop the workflow to this system which will be deployed on a global level increasing efficiency and output.

Speak with supervisor about assisting with this project, attend development meetings, determine where I can be involved and develop any necessary skills

3. Research and develop a mentoring program within my department

It will develop the skillsets of more junior team members while also giving knowledgeable senior level employees the opportunity to teach

Advance the skillset of junior level employees looking to grow their knowledge and create a boost in morale

Research best practices on mentorship, submit proposal to supervisor, secure budget and determine rollout plan.

4. Be involved in the expansion into emerging markets; help to set up expansion teams in each of the major markets

These and other emerging markets will be a huge potential source of revenue and Deluxe should explore new territories and lines of business

Increased revenue for Deluxe and new business opportunities

Research and determine best markets for expansion, propose plan for expansion, set up meeting with sales team to determine how I can best utilise my skills to grow in target market


Coaching conversations (Coach)


What does a good quality coaching conversation look like?

22


Coaching conversations – best practice

23


GROW – coaching model

24

References:Coaching for Performance: GROWing People, Performance and Purpose (1992) John Whitmore. Nicholas Brealey Publishing


Coaching for two different scenarios

25

Development focused coaching

You would start in Goal Setting and Reality to

agree what development is needed and

where the individual currently is. Time is then

spent on Option selection to agree a solution

before exploring Will to agree actions.

Solution focused coaching

As the Goals and Reality or current situation are

already known, there will be a brief discussion to

ensure clarity. Most of the time is spent in Option

selection exploring different options and finally

going into Will and getting an action plan

organised.

Eric Tamsin


GROW – questions to ask

26

GOAL SETTING (Find and express the goal)

What would you like to achieve?

What is your goal?

What do you want to happen that is not happening now?

What aspects of X would you like to improve?

How will you know when you have it?

How do you feel this would help you if you achieved this?

REALITY (Check the current situation)

What is happening at the moment?

What have you done so far to improve things?

What were the results?

What’s happening now that tells you there is an issue or a problem?

What has held you back?

What’s happening now that you are pleased with?

What obstacles may prevent you from moving forward?

OPTION SELECTION (Explore possibilities)

What could you do to change the situation?

What are the benefits and pitfalls of these options?

What do you feel would be the possible outcome of that?

What options have you considered?

How do you see that working?

What will help you achieve your goal?

WILL (Set a plan of action)

What are the next steps?

What might get in your way?

What support do you need?

How committed are you to making this happen?

When do you think, you can start this?

How do you think you can make this happen?

Precisely when will you do that?

How will you review your progress?

Eric - Development focused coaching Tamsin - Solution focused coaching


What questions to ask?

27

Practice the development focused approach – thinking of a particular team member.

What questions would you ask?


Looking back (Review)


Best experience of having a review conversation?

Either as a manager or employee? Why was it good? What specifically did you or the other person do?

29


Review conversation – key features

30

Key features

• Jointly reviewing data/evidence in relation to strengths and development areas

• Giving frequent and specific feedback with respect

• Listening with empathy

• Adjusting objectives to changing role/business priorities

• Recognising and celebrating success

• Backward looking


Review – BOOST framework

31

Don’t forget to also focus on strengths and successes. This provides motivation for individuals and

identifying strengths that can be leveraged, can help compensate

for gaps.


Ratings – common biases

32

HALO OR HORNS COMPARISON OR CONTRAST EFFECT

LENIENCY, HARSHNESS & CENTRAL TENDENCY

RECENCY

Allowing either a positive (‘halo’) or negative (‘horns’) factor to influence our ratings on all or most other dimensions.

Comparing someone to other people – rather than against established benchmarks or criteria.

Being either too generous, harsh or just sticking to ‘middle of the road’ ratings.

Relying only on the latest piece of evidence or information, which is ‘fresh’ in memory.

Avoid it by...• Bringing in new

evidence• Referring to different

examples/criteria• Anchoring ratings

against the values • Focusing on specific

behaviours and situations, not impressions.

Avoid it by...• Being a critical

evaluator• Focusing on the criteria

only.

Avoid it by...• Considering all the

available evidence• Being honest in ratings• Remembering that both

positive and constructive feedback is useful

• Using the full rating scale available.

Avoid it by...• Reflecting on how

quickly you have reached the rating

• Take your time – don’t rush ratings.

5Leading the Way

3Right on Track

1New to the Role

4Moving ahead

2. Needs to Keep up


Questions?

33


Effective PDI discussions – ‘Great conversations’


3 step approach to effective PDI discussions

35


Prepare and plan – what’s involved?

36

• Consider their performance against current objectives

• Review strengths and development areas

• Gather information/feedback from others

• Consider both WHAT and HOW (our values)

• What are their aspirations?

Our Values

37

Take Ownership: We are accountable for ourselves, our colleagues, our clients and our

company

Collaborate: Together we are stronger. We deliver more success through shared goals and

mutual respect

Exceed Expectations: We understand our colleagues’ and clients’ needs and always exceed

expectations

Be Pioneers: We innovate and push for boundless creativity through curiosity

Pursue Diversity: Different views and experiences are advantages. Our global presence gives

us perspectives that drive better business

Act with Integrity: We are honest and forthright in our dealings. Building trust builds a

better company


Great conversations – what’s involved?

38

• Set the context and link to the wider business

• Explore career aspirations

• Facilitate a two-way discussion

• Review objectives and discuss progress

• Openly share knowledge and feedback

• Discuss strengths as well as development priorities

• Set SIMple objectives


Review and follow up – what’s involved?

39

• Did we achieve what we needed?

• Log actions

• Set time aside for regular catch up meetings

• Provide support and ongoing feedback


Dos and Don’ts of effective PDI discussions?

40

41

Do’s and don’ts of effective PDI discussions

.

Don’t…

• Be the only one talking.

• Make personal judgments or assumptions but ensure you rely on facts and evidence.

• Use this as an opportunity to blame.

• Rush into the conversation – take your time.

• Avoid the difficult aspects of the conversation, e.g. development needs.

• Force your views onto the individual.

• Become emotional or aggressive.

• Only focus on weaknesses.

• See development areas as failure.

• Focus only on performance

outputs. Ensure a strong

focus on values and

behaviours.

• Become focused on small

details that detract from the

bigger picture.

• Leave things open-ended or

unclear.

Do…

• Be honest, transparent,

constructive.

• Respect and support the

individual.

• Observe body language, tone and

what is not said.

• Provide context and share the

bigger picture, i.e. strategic

priorities at different levels.

• Use a coaching style, listen and

show empathy to explore the

bigger picture and aspirations.

• Refer to factual observations not

judgements.

• Consider available evidence e.g.

wider feedback, performance

outcomes, competency

achievements.

• Guard against being destructive

or critical.

• Identify key strengths and how

to draw on them.

• Position development areas as a

positive way to reach full

potential.

• Consider both behaviour and

skills – it’s not only WHAT we

achieve but HOW we achieve it.

• Widen their horizons, draw on

the evidence and make links to

the bigger picture.

• Summarise the discussion,

agree action points and finish

positively.


How do we learn and develop?


70/20/10 model

43


What development would you recommend?

44

Better understanding of the business strategy

Better insight into the competitor landscape

Better understanding of different audiences to increase impact


Performance, Development & Impact (PDI) Reviews – What’s new?


Personal development & impact review cycle

Review 2017 performance

Set 3–4 goals (includes 1

development goal)

One of the pieces

feeding into salary review process and

PDP

Review 2017 performance

January 2019Full year review

July 2018 Mid year review

Stakeholder input

Stakeholder input

Organisational strategic goals cascaded down to build

functional goals

Manager identifies 3-4 key impact goals for the department/ team/

business lines

Exec team to share strategic goals with our people

Manager identifies 3-4 key impact goals for the department / team/ function / business lines

Employee identifies 3–4 specific goals (including 1 development goal)

Development and impact in 2017

Stakeholder feedback (manager requests and views only)

Assign rating

Employee and manager comments

PDI process: January – February 2018

Looking Back - Performance and Impact in 2017

Looking Forward –Performance and Impact

Goals in 2018

Performance and Impact ratings5

Leading the WayOutstanding impact for stakeholders/

team/ clients/ Deluxe

4Moving Ahead

Strong impact for stakeholders / team / clients/ Deluxe

3Right on Track

Good impact for stakeholders/ team/ clients/ Deluxe

2Needs to Keep Up

More impact required for stakeholders/ team/ clients/ Deluxe

1New to the Role

Too early to tell, has been in the role or working at Deluxe for less than 6 months

Country Ratings

US and Canada 5. Outstanding4. Highly Effective3. Achieving2. Needs Improvement1. UnsatisfactoryN/A

Australia No performance ratings

India Bangalore:5. Outstanding4. Exceeds Expectations3. Meets Expectations Consistently2. Meets Expectations but Not Consistent 1. Needs Improvement

Pune:5. Exceptional4. Highly Effective3. Effective2. Inconsistent1. Unsatisfactory

EMEA OverperformingPerformingUnder performing

Looking back –

review of

impact goals

Looking back –

review of how

the goals were

achieved

Don’t forget to review the impact / results!

Online PDI form for employees

Looking back –

review of

development

activity

Opportunity for

comments

Don’t forget to review the impact / results!


Looking

forward –

setting SIMple

goals for 2018

Looking

forward –

development

actions

Don’t forget to include the impact / results!

Consider the values

Opportunity for

comments


Online PDI form for managers

HR to quality review as required

PDI – on line work flow

55

Employee completes online evaluation

Manager & Employee conversation

Online form finalised

Employee agrees form & submits it

HR to review quality and process

Manager gathers stakeholder feedback via online tool

Reporting on ratings by region/BU/team

Our Values

56

Take Ownership: We are accountable for ourselves, our colleagues, our clients and our

company

Collaborate: Together we are stronger. We deliver more success through shared goals and

mutual respect

Exceed Expectations: We understand our colleagues’ and clients’ needs and always exceed

expectations

Be Pioneers: We innovate and push for boundless creativity through curiosity

Pursue Diversity: Different views and experiences are advantages. Our global presence gives

us perspectives that drive better business

Act with Integrity: We are honest and forthright in our dealings. Building trust builds a

better company


Questions?

57


Close and next steps


What will you do now to prepare for January?

59


Questions?

60


Further questions, tools and resources

61

• For further queries contact your line manager or HRBP

• Here’s the link to the online system as well as further tools and resources, incl. the slides, toolkits and a recording of the session

Thank you

Performance, Development & Impact Reviews Learning Management Slides... · Performance, Development...

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