Mumbai WHRDC conference 2017

1. Performance
Management Beyond
Traditional Appraisal
World HRD Congress 15-17th Feb 2018
Taj’s Land End Hotel

2. OUTLINE
A. Positive Performance Management Culture Model
B. Four Stages of Performance Management
Stage 1: Performance Boundaries
Stage 2: Touch Point Meetings
Stage 3: Review and Improvements
Stage 4. Appraisal & Rewards
C. Let Technology Do the Work
D. Summary and Actions
2

3. Statistic
Intangibles can represent up to 75% of the value of
company, paying sufficient attention to talent can make the
difference in achieving high returns.
The Admirable Company: Why Corporate Reputation Matters so Much and
what it Takes to be Ranked Among the Best – Michael Brown and Paul
Turner
3

4. The successful companies have the following people
management practices:
+ Instill a talent mindset
+ Build a high-performance culture that combines a strong
performance
ethic with an open and strong environment
+Recruit great talent continuously
+Develop people to their full potential
+Make room for talent to grow
+Focus on retaining high performers
4

5. PERFORMANCE IS LINKED DIRECTLY TO BUSINESS
GOALS
5

6. Background
▰ Performance Management Process
▰ Beginning of the Year Goal Setting
▰ Mid Year Evaluation
▰ Year End Appraisal
6

7. A. Positive Performance
Management Culture Model
4 Stages of Performance Management
7

8. Emotions
▰ The Performance Management emphasis of
▰ Create an environment of MOTIVATION and
the EMOTIONS of Joy and Happiness
HIGH PERFORMANCE
▰ FEAR, AMBIGUITY, UNCERTAINTY, ANGRY, MOOD
SWING, UNREALISTIC EXPECTAIONS
8

9. 4 Stages
1. Performance boundaries
2. One on one Meeting and Acknowledgement
3. Review and Performance Improvement
4. Appraisal and Rewards
9

10. Positive Performance Management Culture Model
10
•
• 2.1 Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 1.1. Set Employee
KR’s
• Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

11. Positive Performance Management Culture
Culture is how things are doing here:
Strength, Growth Mindset, and Positivity
11
Clear Performance Indicators
Forward Planning WWW
Touch Point Meetings
5/20 Employee Acknowledge
Work Process Improvement
Performance Improvement

12. B. Stage 1: Performance
Boundaries
1.1. Set Employee Performance Goals (KPA)
1.2. Quantify Performance indicators
1.3. Forward Planning
1.4. Capability Development
12

13. Positive Performance Management Culture Model
13
•
• 2.1 Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 1.1. Set Employee
KR’s
• Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

14. 1.1 Set Employee Performance Goals
Set Performance Boundaries
14

15. Annual Employee Work Performance Goals 70%
15

16. Behaviour Performance 30%
16

17. 1.2 Quantify Performance Indicators
Set Performance Boundaries
17

18. Solutions
18
What Gets Measured Gets
Done - Tom Peters

19. Confusion of Performance Grading
19

20. 20
Scoring Scale
Clear
Agreement
EX=81-100
EE=61-80
ME=41-60
BE=21-40
IR = 1-20
Agreement

21. 21

22. Productivity Improvement
22

23. Annual Employee Work Behaviours Goals 30%
23

24. 24

25. Benefits
Clear expectations
Transparency
Employee Involvement
Fair and Objective
25

26. 1.3 WWW Forward Planning
26

27. Planning
27

28. Process
Many managers look for
The results, not the process
28

29. Performance Forward Planning
29

30. EXAMPLE: QUARTERLY
30

31. Planning
31

32. 32

33. Positive Performance Management Culture Model
33
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 2.1.Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
• 1.1. Set Employee
KPA Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employe
Capability
Development
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

34. B. Stage 2: One on One Touch
Point Meeting
2.1. Talking is Doing: 1 on 1 Conversation
34

35. “1 on 1’s have 3 purposes;
relationship building, offering
support, and realignment
35

36. Positive Performance Management Culture Model
36
•
• 2.1 Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 1.1. Set Employee
KR’s
• Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

37. G. FOLLOW UP REGULARLY
37

38. One on One Meeting: Corner Stone of Performance
Informal Talk
Company and Department Update
Discussion
Work Progress
Challenges, Support
Coaching and Guidance
Next Week Activities
New Ideas
Career Development
Appreciation and Acknowledgement 38

39. One on One Meeting: Context
Informal Talk/ Engagement
Company and Department Update / Meaning
Discussion / Inquiries
Work Progress / Performance
Challenges, Support / Support
Coaching and Guidance / Coaching
Next Week Activities / Priority
New Ideas / Innovation
Career Development / Career Development
Appreciation and Acknowledgement/ Praise 39

40. One on One Meeting
Informal Talk
How are you?
Company and Department Update
Let me share with you our recent development…
Discussion
Let me share with you some urgent issues and
concerns
Work Progress – Crucial Task & Annual Goals
Can you update me your current work status?
Challenges, Support
What are your top challenges? How can I help?
40

41. One on One Meeting
Coaching and Guidance
Are there any area you need my guidance?
Next Week Activities
What are your next week major activities?
New Ideas
Do you have any new ideas?
Career and Capability Development
Have you done anything in your capability development?
Appreciation and Acknowledgement
I have observe…..
41

42. Benefits
1. Strengthen relationships between the
manager and their team members
2. Improve productivity
3. Build Employee loyalty
4. Give and receive feedback
5. Check-in on goals and work progress
6. Provide coaching
42

43. B. Stage 2: 5/20 Acknowledge
and Appreciation Employees
2.1. Talking is Doing: 1 on 1 Conversation
43

44. ▰ The 5-day process is a process of reflection
and observation. The process brings about a
situation wherein the manager provide
acknowledgement and appreciation to a
specific employee for a 20 minutes per day
for five consecutive days
44

45. Background
▰ Praise and commendation from managers
was rated the top motivator for performance,
beating out other noncash and financial
incentives, by a majority of workers (67%)
(McKinsey Motivating People, Getting Beyond
Money, 2009)
45

46. Acknowledgement
▰ Acknowledgment motivates individuals to
greater productivity, loyalty to the company,
and pride in themselves and in what they do
46

47. Ground Rules
1. must commit to finishing it.
2. selected by the manager.
3. has a healthy relationship.
4. explain the objectives to the selected
individual
5. share with the selected individual one at a
time.
6. provide a specific example
47

48. Annual 5/20 Employee Appreciation: 5 Days 20 Minute/Day
First Day: Strengths
Second Day: Others’ Positive Views
Third Day: Acknowledgement
Fourth Day: Positive Phrases and Conversation
Five Day: Potentials
48

49. The Effects
An organization that takes care of its employees
takes care of business.
Good feelings received by employees result in
good feelings passed on to customers in turn
An engaged worker demonstrates engagement
by working hard, speaking well of the company,
and making sure customers are satisfied
49

50. Source:
▰ 30 Days to a Happy Employee:How
a Simple Program of Acknowledgment
Can Build Trust and Loyalty at Work
▰ By Dottie Bruce Gandy
50

51. B. Stage 3: Review and
Improvements
3.1. Quarterly Review
3.2. Process Improvement
3.3 Performance Improvement
51

52. Positive Performance Management Culture Model
52
•
• 2.1 Touch
Point
Meeting
• 2.2 5/20-Employee
Acknowledgement
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
• 1.1. Set Employee
KR’s
• Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

53. B. Stage 3: Review and
Improvements
3.1. Quarterly Review
53

54. Part 1: Work Performance
Provides Performance feedback
What areas have you done well?
What challenges were you facing?
What areas of work you need to improve?
54

55. Part 2 Corporate Values
Provide feedback for Corporate Values
1. What values have you demonstrated the
most?
2. The value I think you have demonstrated well
3. What values would you like to do more?
55

56. Part 3: Development
▰
Part 3 Training and Development
Development Areas
1. What support do you need from me as your
manager?
2. What are you development needs for next
quarter?
56

57. B. Stage 3: Review and
Improvements
3.2. Process Improvement
57

58. Process Improvement: 3 Improvements Per Year to
Improve process efficiency
58
Current Process Pain Points Solutions Pilot Results Implementation
Results
Hiring Cannot compare
among candidates
Standard
questions
Comparison chart
Group Discussion
Good. Minor
adjustments for 2
out of the 10
questions
Quality hiring.
50% of the new
candidates stay
more than 6
months
Save time: 20%
Standardized
hiring practices

59. Job Method: Elimination, Combine, Rearrange and
Simplify
59

60. Elimination fo 8 Wastes
60

61. Process Improvement: A3 Problem Solving
61

62. Process Improvement: Kaizen Event
62

63. Fish Bone Diagrams
63

64. Gemba Framework
64

65. Value Stream Mapping
65

66. PDCA
66

67. B. Stage 3: Review and
Improvements
3.3 Performance Improvement
67

68. Process Improvement: 3 Improvements Per Year to
Performance Improvement
68
Current Performance Performance Gaps Solutions Pilot Results Implementation
Results
Efficiency of Operator
Turnover of New
Operators
2.5 months to
achieve 100%
efficiency
40% resign after 2
weeks in Test line
Standard Work for
new and current
operators
Team leaders
provide coaching
Purchase chairs
and microscopes
Welcoming party
and New employee
sign
Leadership Training
1.5 month
15%
1 month
5%

69. Dana Gaia’s Performance Consulting
69

70. Performance Consulting
70

71. Engineering Behavior Model
71

72. C. Let Technology Do the Work
A HR Tech Software
72

73. 73

74. 74

75. HCL Technologies
75

76. Reporting Team

77. Own MBO

78. Team Members MBO

79. Action / Task guided and checklist

80. Continuous review and feedbacks. Conversational
based comments all recorded
Notification and updates

81. Continuous review and feedbacks. Conversational
based comments all recorded

82. Reporting and Charts for quick access and information

83. Flexible Organisational Chart

84. Flexible Organisational Chart

85. Corporate Communication with Dashboard

86. E. Summary and Action Plan
86

87. Positive Performance Management Culture Model
87
• 2.1.Touch
Point
Meeting
•3.1. Quarterly Review
•3.2. Process Improve-
ment
•3.3 Performance
Improvement
•3.4. Mid-Year Employee
Appreciation Week
• 1.1. Set Employee
KR’s
• Goals
1.2. Quantify
Performance
Indicators
1.3. WWW
Perform.
Planning
1.4. Employee
Capability
Development
•4.1 Performance
• Appraisal
Conversation
•4.2. Convery
Rewards and
Bonuses
4.Performance
Appraisal
(December)
1. Set
Performance
Boundaries
(January)
2. One on One
Meeting
(1-2 Hours
Weekly)
3. Quarterly
Improvement
Review
(April, July,
Oct)
Evaluation
&
Rewards
Support, Coach,
Engage and
Develop
Performance and
Development
Planning
Productivity
Improvement

88. Action Plans
▰ 1. Weekly Touch Point Meetings
▰ 2. 5/20 Acknowledgement Meetings
▰ 3. Improve HR process through Performance
▰ Consulting and Process Improvement (3A
Problem Solving)
▰ 4. Engage a HR Software Provider to
▰ speedy up implementation process
89

89. Implementation of Positive Performance
Management Culture Model
90
Level 1
Conventional Performance
Management
Level 2
Positive Performance
Management: Strength
and Appreciation Based
Level 3
Forward Planning
WWW
Level 4
Employee Appreciation
(5 Days Focused Appreciation)
Level 5
Improvement Actions
(Performance & Process
Improvement)
Introduce a new level in
every six months

90. 91

91. 92

92. S
HR, OD, Learning, Talent
Laurence Yap
laurence.yap@gmail.com
Tel: +6016-2080086
Malaysia
93

93. Acknowledgement
Operation of Excellent Consulting (Singapore)
Software Engineering Institute, Carnegie Mellon University
(US)
HCL Technologies (India)
30 Days to a Happy Employee: How a Simple Program of
Acknowledgment Can Build Trust and Loyalty at Work by
Dottie Bruce Gandy
94

94. Download of PDF
http://www.biz-hr.com
95