performance management: changing corporate culture by mark
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Performance Management: Changing Corporate Culture
Mark VeerkampPerformance Reporting Coordinator,
Province of Manitoba
CEPMA September 2008
Performance Management and Corporate Culture
Performance management too often focuses on producing visible artifacts - reports, measures, plans
Performance reporting/performance management is really an attitude shift
Moving corporate culture from process to outcomes
Performance Management and Corporate Culture
Hard to define culture - as a result we don’t pay enough attention to it
Simple definition: “The unwritten rules of a group of
people…”Should add “… that allow that group reproduce itself.”
Those unwritten rules are then encoded in policies, procedures, rules, and laws
Performance Management and Corporate Culture
Those rules are reinforced/supported by behaviour of individuals and groups
But what happens when we try to apply rules in the absence of the underlying behaviours?
Performance Management and Corporate Culture
It doesn’t connect People respond in a variety of ways:
ignoring the rules doing the bare minimum and sometimes active
resistance
Performance Management and Corporate Culture
Across Canada there is frustration among provinces who are showing progress but feel they aren’t really achieving performance management
Achieving the elements of performance management rather than developing a method or process for changing culture
Performance Management and Corporate Culture
We track our progress on performance reporting by listing the components and evaluating if we have achieved them
But we also need to evaluate ourselves to determine if we are meeting the “cultural” elements
Performance Management and Corporate Culture
Element Never Rarely Mostly Always
Customer focusWhere improved outcomes for users and the public are considered at all stages of performance management
‘Can-do’ attitude Where people feel empowered and supported to innovate and take responsibility without fear of being blamed for failure
LearningWhere feedback from staff and users and effective performance monitoring, inform plans for improvement
Performance management as a tool for improvementRather than a form-filling exercise
Source: “Performance Management: a Cultural Revolution” PMMI project January 2006
Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you've got.
Peter Drucker
Performance Management and Corporate Culture
How is Manitoba approaching performance reporting?
Rather than legislate a “foreign” program, Manitoba is building from what we have and work in an incremental way to build consent
A mixture of supportive engagement and regulatory requirements such as instructions for plans and reports
Performance Management and Corporate Culture
Work towards shared values and have people take personal ownership of the project
We support this approach with rules and policies developed through Treasury Board, but with broad consultation
Performance Management and Corporate Culture
Performance reporting principles www.gov.mb.ca/finance/tb/index.html
We got feedback from literally hundreds of people including the OAG and Crowns
When we dialogue with departments our approach is “Here’s our problem… let’s solve it together – what’s your idea?”
Performance Management and Corporate Culture
We used a steering committee to develop guidelines for principles
We hold workshops which are part tutorials, part problem-solving sessions
We’re constantly exploring how we can take existing processes and elements and build on good habits while weeding out bad ones
We are in the process of setting up a performance reporting network
Performance Management and Corporate Culture
We need to work on two aspects the culture
A culture of performance and a culture of performance management - a tool to achieve performance
Performance Management and Corporate Culture
This is a long term process The likelihood of performance
reporting “taking” is much greater where people can discover benefits themselves
We need performance management to “reproduce” itself as an unwritten process
Gov’t does not have a single culture and different approaches are needed
Performance Management and Corporate Culture
Where we need to continue to focus efforts:
Encouraging leadership at all levels Reinforcing the government/
departments as learning organizations rather than rigid systems
Continue to improve risk management
Performance Management and Corporate Culture
Comments?