Webinar published Tue, Mar 04, 2014 at 04:45PM UTC edited Mon, Apr 13, 2015 at 10:18AM UTC
Reinventing Employee Performance Management: Humanizing a Horrible Process Edit Title
Wed, Apr 23, 2014 at 1pm EDT / 10am PDT Edit Date
Organizations continue to struggle with establishing effective performance management (PM) programs. In a recent survey only 3% of organizations report their PM system adds exceptional value. The problem lies with the inability to move away from a fundamentally flawed system. Sitting in a room developing new forms, processes, competencies, ratings, etc is disconnected from the humanity of the day-to-day work and the real people these systems are designed for. Everyone continues to complain about a structure that should work but in practice cannot produce consistent results, is misapplied and painful to use. We have given performance management over 50 years to prove its worth. Time for a change.
There is an alternative to traditional performance management: it begins by bulldozing the existing system and rebuilding something new, simple and effective from the ground up. Key word: simple. Others’ are doing it and you can too. This session will provide new thinking and tools that will help you reinvent an outdated system in your organization.
Part I: Putting Performance Management Under a Microscope
- Scrutinize the empirical evidence for why ratings, competency models, annual reviews and pay linked to performance cannot and won’t ever work. Armed with this information it will be clear that a new system, which is not performance management, must be built.
Part II: Alternatives to Performance Management
- Learn how the 10-Minute Conversation Framework can create a culture of ongoing 2-way performance development conversations.
- Learn alternative approaches to rewards, ratings and documentation.
- Try out a holistic model to uncover and differentiate the 6-types of performers
Part III: Change Management
- Creating a compelling case for change: positioning and socializing alternatives to performance management, identifying and involving your change sponsors, communication strategies and anticipating and working with change resistors (including you colleagues, your boss, key leaders, the CEO, etc).
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