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1、A Guide to ConsultingJune 2000,Discussion Objectives,Provide an overview of current thinking and trendsDiscuss what PM consulting is all aboutReview“what works and what doesnt”Share Best Practices researchReview some of the basic planning and project steps,Group Discussion,Answer the following quest
2、ions:1.What is performance management?Why do companies have this process?2.Why doesnt it work so well?What makes it so difficult?,Performance Management,Translates business vision and strategy in an actionable way by cascading goals throughout the organizationMeasures both what is done and how it is
3、 doneAligns Department goals with strategic business objectivesAligns individuals with the broader organizational/team contextEnsures the closest“line of sight”possible,Source:Watson Wyatt Best Practices in Performance Management,Performance Consulting,1.Total OrganizationCascading and AlignmentStak
4、eholder Metrics2.Employee Review ProcessEngagement and AccountabilityGrowth and Achievements,Two dimensions:,Performance Consulting,Total Organization PerformanceCascading and AlignmentStakeholder Metrics,The Key Questions of Business Planning,Why does the company exist?Where is it going?Size SalesM
5、arkets LocationsProducts Competitive ChallengesSBU LinkagesHow will it get done?Values and Operating PrinciplesTechnology ResourcesWhat must the company be very good at doing?How will progress and success be measured?Expectations of StakeholdersCompany Performance,Mission,Business Plans are Develope
6、d by the Business Units,Components of a Balanced Scorecard(with sample metrics),FINANCIAL RESULTS,CUSTOMER SATISFACTION,BUSINESS PROCESSES,LEARNING&GROWTH,AFYP ROI/ROA Surplus Growth,New sales:new customersAdditional policies:current customersMarket share,Collecting premiumsCalculating selling price
7、:new productNew licensing(Region&Corporate)Establishing the Business Case for new ventures,new locations Product Development:#innovations,Competency growth Additional countries Core capabilities growth,Cascading Strategic&Operating Plan Goals,CORPORATEORGANIZATIONMETRICS,Finance,Finance,Customer,Cus
8、tomer,BusinessProcess,BusinessProcess,Learning&Growth,Learning&Growth,BUSINESS UNIT,TEAMS/INDIVIDUALS,DEPARTMENT,Balanced Scorecardscan provide organization alignment and accountability,5 to 7 GOALS“SMART”parameters Directly aligned,Typical Project Timeline&Milestones*,*8 weeks elapsed time from pla
9、nning session,2 Days,Clarify Company Strategy and determine goals,ImplementationTraining and Roll out begins,Implementation PlanningWorkshop,Formal AdvisoryGroup Review Session&Follow-up,1 wk,2 wks,1 wk,1 wk,1 wk,1 wk,1 wk,ProjectPlanning,Orientationand Kick-off,1 Day,1 Day,Interview FindingsDevelop
10、 Measure Recommendations,1 Day,Workshop on TargetsFinalize TargetRecommendations,ImplementationPlan ReviewReview Plan forImplementation Review TransitionStrategy,2 Days,Formal AdvisoryTeam Review,1 Day,1 Day,1 wk,1 Day,ExecutivePlanningSession(s),Performance Consulting,Total Organization Performance
11、Clients:CEO,COO,sometimes the VPHRFees:typical project is$180-250KTimeframe:+/-4 months,Performance Consulting,Employee Review ProcessEngagement and AccountabilityClear Performance ExpectationsGrowth and Achievements,Performance Management Is.,.the ongoing process of setting performance expectations
12、,providing feedback and coaching to reach those expectations,and reviewing and recognizing performance results.,Tie PM to the Business Cycle,Review and Planning,Planning,Feedback&Coaching,Feedback&Coaching,Mid-Year Review,New Year Planning,Year-End Review,Bad timing.,“I dont want to ruin your day He
13、rman,but tomorrow morning youre scheduled to be in my office for your annual performance review.”,Remember The Key Questions?,Why does the company exist?Where is it going?Size SalesMarkets LocationsProducts Competitive ChallengesSBU LinkagesHow will it get done?Values and Operating PrinciplesTechnol
14、ogy ResourcesWhat must the company be very good at doing?How will progress and success be measured?Expectations of StakeholdersCompany Performance,Mission,Organization Alignment leads to Employee Engagement,COMPANYMISSIONVISION,Strategic Objectives,Core Capabilities,CompetenciesLeadershipFunctional,
15、Department Scorecard,Success Profiles,Employee Performance Process,Business Unit Scorecard,Cascading:Critical Metrics and Competencies,Change requires a balanced Value Exchange,Employee Gives Employer Gives,Energy,Effort,Commitment,Value Add,Learning,Time,The Performance Process can provide the keys
16、 to development,Base Pay,Promotion,Training,Career development,Succession planning,89%,77%,56%,51%,32%,Reduction in force,26%,Variable pay,34%,Current Use of Performance Management Data,Source:Watson Wyatt Best Practices in Performance Management,Performance Management Evolution,Traditional,Recent,E
17、merging,Measures,Traits/Outcomes,Behaviors/Outcomes,Time/Quality/Value,Evaluator,Boss,Self/Peers,Customers,Outcomes,Merit Pay,Development,Organization Success,Implementation,Distribute Forms,Train andCommunicate,Ongoing Education and involvement,Ownership,HRD,Management,Employees,Compliance,Voluntar
18、y,Mandatory,Motivation,Factors That Influence Process effectiveness,Organization,Supervisor,PM,Culture,Skills,Process,The Organization,Values that Support,PM,The Capability to,Measure and Discuss,Performance,The Interaction Between,the Employee and the,Supervisor,People,Factors,Technical,Factors,Per
19、formance,Measures,Rewards,Delivery,PM,Forms,Measures that Support,the Organizations Goals,and Values and are,Possible to Accurately,Measure,How and Why Pay is,Linked to Performance,How the Design of,the Form Supports the,Process,Feedback frommultiple sources,Coaching and feedback are integral,De-emp
20、hasison a rating,Decentralizedcontrol,Greater linkagebetween pay and performance,Effective measures-Competencies-Business strategies,“Champions”sponsorship,Employeeparticipation,Employeeinvolvement insystem design,Communication&training,Alignment withbusiness objectives,strategy,customer needs,Ongoi
21、ng monitoringof effectivenessof program,Best PracticesElements of Successful Programs,High Impact Performance Management,Key elements found in all“best practices”Emphasis on looking forwardPlanning and developmentJoint process with employee ownershipCooperative goal settingFeedback(continuous,multip
22、le sources)Developmental focusPay and performance linkage,Source:Watson Wyatt Best Practices in Performance Management,Use of Key Elements,Source:Watson Wyatt Best Practices in Performance Management,Evolution of Performance Feedback,Top Down,Self-Appraisal,Peer Reviews,Upward Feedback,Internal Cust
23、omers,External Customers,3600Review,Does it make a difference?,Employees are eligible for stock plan programs,1.8%,Company terminates employeeswho perform unacceptably,1.8%,Company does a good job of helping poor performers improve,1.5%,Top performers get significantly more pay than average performe
24、rs,0.8%,Company positions pay above market,0.4%,Employee performance appraisals used to set pay,0.4%,Employees participate in profit-sharing plan based on firms overall success,0.6%,Pay is linked to companys business strategy,The Performance Matrix,O,Results“what”,Behaviors“how”,Std=100%ofexpected,S
25、td=100%alignment,NIH,NIW,F,M,EE,Key:O=OutstandingEE=Exceeds ExpectationsM=Meets Expectations(80-90%of population)NIH=Needs Improvement on“HOW”NIW=Needs Improvement on“WHAT”F=Failing,Project Steps,Project Planning,Education and Assessment:ClientFirst,scope and timetable,design team education,PM desig
26、n matrix,document review,interviews,Design:Straw-man designs,implementation planning and schedule,Testing and Approval:Presentation,senior management assessment,sign-off,edit,Implement:Communication rollout,modular training rollout,use,Review/Revise:Gather feedback,test and revise,1,2,3,4,5,Performa
27、nce Consulting,Employee Review ProcessClients:VPHR,Dir.Comp and/or ODFees:typical project is$85-130KTimeframe:+/-3 months(excludes implementation),Think“Implementation”,A successful process is 25%design and 75%implementation!,“Its never to early to think about implementation.”Peter Drucker,Best Prac
28、tices in Implementation,Detailed communications and training strategyPro-active problem identificationBroad buy-inSenior management involvementMeasurement of system effectiveness,Source:Watson Wyatt Best Practices in Performance Management,Utilize Best Practices in Change Management,Visible senior m
29、anagement supportOngoing communicationBest practices and stakeholder researchHigh involvement and broad buy-inCareful planning,rapid processComprehensive approach to implementation and monitoringTraining in intact work teams,Source:Watson Wyatt HR21 Study,Behavior Change Model,EFFORT,Awareness,A Qui
30、ck Summary,Performance management continues to evolveNO one perfect solutionnot much magicImpact:great if done rightBest practices for ideasThink implementation early and oftenUpdate and keep fresh,Critical Success Factors for an effectivePerformance Management process,Key Human Resource Linkages,Ba
31、se Pay,Training,Succession Planning/Promotions,Career Planning,Incentive Pay,100%,97%,95%,85%,80%,Source:Watson Wyatt Best Practices in Performance Management,HR Strategy,SuccessionPlanning,Rewards,WorkDesign,Selection&Staffing,PerformanceManagement,Training&Development,Integrate PM with HR Strategy,Performance Management Team,Methodology and ToolsBrian Brown(Cleveland)Brad Carter(San Francisco)Cassandra Frangos(Boston)*David Gore(Toronto)Jim Stewart(Boston),*to Kaplan and Nortons Balanced Scorecard Collaborative,A Watson Wyatt Guide to ConsultingJune 2000,
