Performance Management for Agile ways of Working

Alastair Woods, PwC

Performance Management in a changing world

2

Defined performance metrics

Annual performance cycle

Single reporting lines

Workforce and hierarchy

Visibility and clear outcomes

Financial endpoint

Cross-section of inputs and outputs

Multiple projects and time frames

Multiple stakeholders and teams

Mixed ecology, grades less important

Location agnostic teams

Reward as part of a broader experience

From To

Measurement and Feedback

• Performance dashboards

• Sentiment/engagement• Transparent and continuous

feedback – in all directions

• Fewer people coaches

• Investment in capability

Reward

• De-emphasis of bonus

• Smaller awards during year• Boundaries of “reward” being

redrawn

• Development/career paths

• Upskilling

Goal Setting ● Fewer differentiated goals

● AI for goals/Reviewed regularly/updated● Job descriptions?

Year end/ratings

• Still a conversation/line in sand

• Greater emphasis on quality conversations as part

of an overall cadence

Rew

ard

Goal setting

Feedback

Year

end/ratings

Where are we seeing disruption?

Technology

disrupting

process

Recognising each other

Acquisition of digital

consultancies

External presence

Tech strategy &

leadership

Google Suite

The Frontier Lab

Resource

Optimisation

Alternative

delivery models

Review how we

workMindset Shift

AI thought

leadership

Salesforce

Workday

New operating model

Intelligent Digital

2016

2017

2018

2019

Our market-place is being disrupted; we

want to ensure we can

remain agile in this

environment.

We need to effectively respond to ongoing

changes in an

increasingly disrupted

marketplace.

Responding to disruption Our workforce transformation journey…so far

Workplace

Flexible Talent

Network

.

Everyday flexibility

PwC Augment

PwC’s “agile” journey

Your tomorrow

Goal setting

• Two to three personal milestones, reviewed

regularly

• Long term development goals

• Team/project goals – with individual dimension

Conversations and feedback

• Informal check-in approach – can be themed

• Redefine career coach (may not be line manager)

• Project/team feedback enabled and formalised

• Peer to peer recognition tool

Reward

• Profit-share model

• Team bonus/discretionary allocation

• Voucher/points

• Reward through progression

• Endorsements

Assessment

• Project/milestone assessment

• Can be rolled up to overall contribution

• Link to career path/progression

PM framework underpinned by:

Development• Integration of training, succession, resourcing

• New capability framework by grade

• Long-term career discussions

So what could agile performance management look like?

No regret moves….

1. Peer to peer feedback

2. Upgrading of line manager role

3. De-emphasise year end reward

4. Create framework for broader conversations

5. Input from the business

….and areas for investigation

1. Prepare for giggers

2. Linkage to upskilling

3. Team reward as an agile enabler

4. The coaching role

5. Customisation