from annual appraisals to continuous performance management · from annual appraisals to continuous...
TRANSCRIPT
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Session A2 From Annual Appraisals to Continuous
Performance Management
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NEW TRENDS IN PERFORMANCE MANAGEMENT
NEBEL CROWHURST HEAD OF LEARNING & TALENT DEVELOPMENT
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RIVER ISLAND OUR STORY
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PERFORMANCE MANAGEMENT THE CURRENT LANDSCAPE
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COMPANIES ARE… PROMOTING ACCOUNTABILITY, OWNERSHIP AND TEAMWORK
GIVING EMPLOYEES MORE REGULAR SUPPORT
PROVIDING MEANINGFUL TIMELY FEEDBACK
POSITIONING MANAGERS AS COACHES (NOT EVALUATORS)
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OUR STEPS TO CHANGE
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RI CAREER DEVELOPMENT & PERFORMANCE APPROACH
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OUR LEARNING THE MISSING INGREDIENT
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FOR MANAGERS
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BUSINESS IMPACT
+ 2% Employee Engagement
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BE HEARD RESULTS SECTION SUMMARIES 2015 TO 2017
MY MANAGER
LEADERSHIP
PERSONAL GROWTH
6% 3% 4%
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BE HEARD RESULTS MY MANAGER 2015 TO 2017
…ALWAYS MAKES TIME FOR ME AND SUPPORTS ME TO DO MY JOB WELL
…LISTENS TO WHAT I HAVE TO SAY
AND ACTS ON IT
…GIVES ME FEEDBACK THAT HELPS ME IMPROVE MY
PERFORMANCE AND CAREER
7% 6% 9%
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BUSINESS IMPACT + £6.8m – Retail bottom line
2016
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BUSINESS IMPACT
Towards Maturity Index 2015 12.86 2016 63.26 2017 71.13
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THE FUTURE
AGILE APPROACH TO WORK
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TIPS FOR SUCCESS
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QUESTIONS?
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A new approach to Performance Management in the Home Office CIPD Annual Conference 2017
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Contents
The Home Office – a challenging global context How the change began What we were moving away from Our key challenges/opportunities What we did What feels different already?
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The Home Office- A Challenging Context
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Policy Learning and skills
Business and culture change
IT
Comms
The Executive Committee commissioned a 12 month redesign programme which included:
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How the change began
We had a system which was more about the completion of the process than the business impact of good performance
Strong Performance Management culture is one of the biggest levers in transformation
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The previous Performance Management approach:
Applied across the Civil Service
Was based on a forced distribution
Was introduced to address under and poor performance
Felt time consuming and bureaucratic
Led to perceptions of unfairness
Had a negative effect on motivation and engagement
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What we moved away from
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Changing the way we engage with staff to build
buy in
Supporting and upskilling line managers
Delivering to a challenging timescale
Working across teams and professions to create
solutions
Identifying an approach with the confidence of a range of
stakeholders
Leading technology change for the future
Collaborating with Trade Unions and Staff Networks
throughout
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Our key challenges/opportunities
Culture
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Facilitated Team Discussions…
The Intranet Blog…
2015 COMMS MATERIALS CREATED
12,626 unique views
Border Briefing...
Our engagement approach
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Staff Networks
Executive Board/Director meetings
Unions
2015 COMMS MATERIALS CREATED
Workshops with Senior civil servants (SCS) and G6/G7s
Meetings held with all 4 unions
Meetings held with colleagues from across the majority of networks
Our engagement approach
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“We need to try something radical and find better ways to encourage everyone to do the very best they can.”
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“We need an empowering ‘performance framework’ to support our business plan…
and support staff in developing and delivering
their own objectives.”
“Giving someone a little appreciation on occasion or a little thank you every now and again makes all
the difference.”
“There is so much wrong
with the system it is
hard to know where to
start.”
We listened to feedback
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Employee initiated
Conversational Frequent
Little to no paperwork Adaptable structure
Appreciative and coaching Strengths and
development
Standard process Annual event
Form to complete Manager controlled
Evaluative, judgemental Strengths and weaknesses
Top down targets
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We distilled current trends into two approaches
Direction of travel? From To
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2. GROW GUIDE
APPRAISE
4. APPRAISE DEVELOP
1. GROW COACH
EXPLORE
3.FLEXIBLE FRAMEWORK
Increased emphasis on valuing good management Timely recognition and reward Clear objectives/performance standards – ‘what’ and ‘how’ No forced distribution. Separate processes for poor performance and talent Option to decide objectives and rewards on a team or an individual level.
COMMON FEATURES
Development focused approach
Standard appraisal approach typically
used in public sector
We then created four models
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GROW, COACH, EXPLORE
GROW, GUIDE, APPRAISE
FLEXIBLE F.WORK
APPRAISE & DEVELOP
No. of business Focus Groups preferred/ thought would work¹ 84 121 25 40
No. of business Focus Groups disliked / thought would not work¹
79 16 81 84 Number of Dragons’ Den session “wins” or shared “wins”
4 9 4 4
Typical feedback quotes
“it was the ideal [but] we don’t have the lm skills or mind set... to
fully support this yet”
“Like...that it does focus on forward looking rather than past performance, some consistency and also gives staff a record for
promotion”
“too complicated”, “lack of consistency”
“too similar to unpopular current system”.
We sought employee views on the models
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What we did
Changed the Process • Removed forced distribution • Concentrated on standards • Created a model conversation • Introduced a new assessment framework
Invested in Learning • Held a 2 day course for all SCS • Over 4000 managers attended a coaching skills
workshop • Designed a bespoke learning package with KPMG • Investment in capability is ongoing
Leadership • Focused on accountability • Introduced an assurance framework • Rating distributions will be looked at against
business metrics
Culture • Business have taken ownership • HR are enabling rather than policing • Changed the way we engage with our teams • This is a journey, it won’t all happen in one year
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What feels different already?