How to move from annual appraisals to continuous performance management?

  • Leading organizations such as GE, Deloitte and Microsoft have dropped annual appraisals in favour of regular ‘check-ins’ and real time feedback.
  • To focus on short term plan instead of 12 months plan. 1 year is a long time and it is hard to plan so much ahead and stick to it.
  • The old style feedback form filling is not accurate and does not help with performance management. Should be avoided.
  • Open talk feedback allows employees and employers to address their concerns and potentially solve any issues then and there. Body language of employees allows HR professionals to analyse employees behaviour and understand if there are underlying issues.
  • Regular, future focused check-ins requested by employees. Giving the responsibility to employees to request the check-ins, taking the pressure off the line managers of following up with each employee.
  • Ongoing, real time feedback.
  • Emphasis on developmental discussions.
  • Reward tied directly to rating does not work.

 

The evolution of work: changing nature of the global workforce

  • Changes in technology, culture and economies are impacting the way people work at all levels around the world. The workplace of the future is arriving now.
  • Will a robot take my job? Some position can be and will be replaced with software’s but it takes time.
  • http://www.bbc.co.uk/news/technology-34066941
  • Skills gap is increasing therefore new systems implementation is required.
  • By having more systems in place the skill gap will increase even more.
  • It is a very complex problem and need to look at from different angles. Learning & development is important, to help to decrease the skills gap however it can create a pressure financially on the business.
  • Online training programs are a way of helping to learn more about skills however it might not work perfectly in practice. In-house training programs personalised for the company’s need would be more useful however more expensive as well.

 

An overview of current employee attitudes to work and working lives

  • Drawing on findings from the CIPD Employee Outlook survey in partnership with Halogen Software, this session discussed key themes around employee attitudes to working life, such as: employee well-being, job satisfaction and engagement, attitudes to managers, and job seeking intentions.
  • I have a hard copy of the survey findings. There are some very interesting point highlighted. One to point out: job seeking hits two-year high as employee satisfaction at work falls.
  • Companies should redefine their approaches to career progression.
  • Engage line managers around learning and development.
  • Focus on motivation.
  • More work to be done around supporting employees with mental health problems.

 

 Why talent management has to be agile and collaborative?

  • Managing talent should not be HR-centric. Workforce and individual expectations need to correspond with business strategies and must involve the people who know their employees most – their managers.
  • Analyse different things and be holistic
  • Be collaborative
  • Stay agile
  • Pay for performance approach <–> continuous feedback, development and coaching
  • Reporting <–> analytics, insights, predictability
  • Supervisor oriented view (Pay for performance oriented reliability, engagement) <–> Team mate review (Transparency, engagement, turnover reduction, real time feedback)
  • DMAIC approach
  • D = Define Business Goals, align with individual contributions
  • M = Measure Individual Performances
  • A = Analyse Results
  • I = Improve, define action plans
  • C = Control Actions Effectiveness
  • Predictive analytics –> Configurable workflows –> Adaptable appraisal models –> Flexible professional system
  • Talent snapshot –> collaboration, leadership, agility, competency, vision & planning, retrospective & planning

 

Why recruitment as we know it is about to fall apart?

  • Recruiters have used traditional methods of selection for a number of years, without always achieving great results. The session showed the predictive approach that could be a real game changer for HR.
  • Marc Murphy has done a research for 18 month and has been monitoring 20,000 recruitment –> outcome: 46% failure – 11% lack of technical skills, 89% behavioural problems
  • Assess what the company require.
  • Success = performance + happiness
  • Have a specific target – get to know who is concerned
  • Have specific indicators – get to know what to predict
  • Collect the data – both HR database and performance – assess people on the job and understand the link between the assessment results and performance
  • Build a predictive model and test it
  • Deploy and update – implementation of the predictive model
  • This can lead to 25% increase in performance and 50% decrease in turn-over
  • Important to find the happy and successful employees within an organization, analyse their behaviour and find new employees with similarities. Also use this as a training opportunity for the unhappy, less successful employees.
  • Behaviour is key to success therefore it should be priority to find what behaviour is important to succeed within the organization.