Objectives. 4-Box. 9-Box. Leadership. Model. Leader driven processes.
Performance. Talent. Output – data driven and targeted feedback and coaching
to shape ...
MANAGING PERFORMANCE AND TALENT A BUSINESS PROPOSITION “IT IS ALL IN THE EXECUTION”
DRIVING BUSINESS RESULTS; “WHERE ARE YOUR EFFORTS FOCUSED” • • • • • •
HR Analytics Performance Talent Engagement LD/OD Coaching and Feedback
P&L Impact Activities
• HRIS • Payroll • Benefit Administration
• Employment Law • Statutory reporting • Employee relations
Talent Attraction “Staffing”
HR Ops
Compliance
HR Functional Model
2
PERFORMANCE AND TALENT MANAGING TO WHAT END? Talent
Performance
Leadership Model
Aligned Objectives 9-Box
Assessment
Leader driven processes
Calibration
4-Box
Set parameters for differentiation
Output – data driven and targeted feedback and coaching to shape future performance(results). 3
GETTING STARTED
WHY DO WE DO WHAT WE DO?
What is written and communicated about your culture around performance and talent? - FORMAL
Values
What is actually done by your leaders and their staff? - INFORMAL
Organizational Culture
Informal culture will win every time!
Mission
Purpose
Actual Actions
4
LEAD FOR GOD’S SAKE!
Todd Gongwer – Author Asks the questions which help understand the reasons leaders perpetuate the formal and informal culture you have. Why we do what we do. Hard to put it down once you open the cover. A “life shaper” www.leadforgodsake.com
5
PATRICK’S CUSTOMER 1ST PERFORMANCE CULTURE
PATRICK LEADERSHIP MODEL
(Focus on Performance of our People)
6
IS YOUR BOSS ON BOARD? ARE YOUR STAFF ON BOARD? Performance and Talent are integrated with the business agenda.
Execute the right blend of levers to secure strong sustainable growth
Leadership Development
Grow our talent and capabilities to meet our customer needs
7
PERFORMANCE MANAGEMENT RAISING THE BAR
OBJECTIVES LINKED TO OSA
Three objective categories 1. Financial 2. Strategic 3. Leadership and Talent Beyond “normal” job scope All Staff Team Members Cascade top down Link reward to results
9
Delivering Performance through Leadership and Results – PLR Leaders
Individual Contributors
Exceptional Results • • • • • Differentiated Performance in peer group
Delivers break-through results Consistently exports talent without diluting the pipeline Succeeds in leading a significant major impactful enterprise initiative(s) Leadership clearly lifts performance of others & company Role model for Patrick behaviors and values across the company
Exceptional Results • Delivers break-through results • Significantly enhanced personal capabilities through execution of Development Plan • Succeeds in leading a significant major project(s) • Leadership clearly lifts performance of others & group • Role model for Patrick behaviors and values across the company
Delivers results well beyond objectives Outstanding developer of talent within function/business Succeeds in leading a major initiative(s) Leadership impact positively benefits the company Role model for Patrick’s behaviors and values
• • • • •
New Baseline: “Raising the Bar”
• • • • •
Results need to be Improved Performance not at baseline; Needs Improvement
• Meets most objectives • Inconsistent in talent pipeline, talent development and individual personal development • Inconsistent delivery of job scope • Inconsistent leadership & management • Lives the Patrick behaviors and values
Unacceptable Performance
4.4 – 3.8
Meets and/or exceeds objectives Clearly meets personal development objectives Delivers above and beyond job scope Provides consistent & positive leadership & management Consistently “lives” the Patrick behaviors and values
3.7-3.0
Results need to be Improved • • • • •
Unacceptable Results • Does not meet objectives • Does not grow & nourish talent for the company, does not own personal development • Does not deliver job scope • Leadership and management negatively impacts the company • Does not live the Patrick behaviors and values
Delivers results well beyond objectives Enhanced personal capabilities through execution of Development Plan Succeeds in leading a major project(s) Leadership impact positively benefits the group Role model for Patrick’s behaviors and values
Strong Results
Strong Results • Meets and/or exceeds objectives • Succeeds at addressing talent pipeline, talent development needs and individual personal development • Delivers above and beyond job scope • Provides consistent & positive leadership & management • Consistently “lives” the Patrick behaviors and values
5.0 – 4.5
Very Strong Results
Very Strong Results • • • • •
Rating
Meets most objectives Inconsistent achievement of personal development objectives Inconsistent delivery of job scope Inconsistent leadership & management Lives the Patrick behaviors and values
2.9-2.0
Unacceptable Results • • • • •
Does not meet objectives Individual does not own their personal development Does not deliver job scope Leadership and management negatively impacts the group/company Does not live the Patrick behaviors and values
1.9– 0 10
PLR RATING – SCALE INTERPRETATION Rating
Title
Definition
5.0 – 4.5
Exceptional Results
Sets the pace for performance standards and results within peer group
