We all understand the theoretical benefits of performance management – the way it lies at the centre of learning, reward, career management etc, and also acts as the basis for increasing the performance of the business. The fact is, however that it hardly ever acts like this.
If there was one process in HR, or even across the whole of business, that most organisations would agree is broken, it would surely be employee performance management. Nothing else we do turns both managers and employees off so much or results in so much wasted time (mainly through poor application and ineffectual conversations, but often not helped by bureaucratically heavy designs).
Yet it should not be like this. Employee performance management should be an absolutely critical business process or approach – providing the main mechanism an organisation has for ensuring that work is performed and objectives are achieved effectively.
But after 30 years of trying, we can’t go on making incremental improvements that do little to reduce frustration or increase impact on business performance. It’s time to seriously transform. Or maybe just to trash!
The good news is that there are things that can be done to make a major difference here. In particular, new insights from business and psychological research, new ways of thinking and new technologies provide some new and significant opportunities for improvement.
Attend this workshop to understand how performance management can be ‘enhanced’ – perhaps better phrased as ‘re-engineered’ – to have a true and significant impact on business performance.
Who should attend?
Chief human resource officer
Head of performance management
Head of talent management
Head of learning and development
Head of reward
Head of organisational development
HR business partner, or HR professional, wanting to contribute more broadly to organisational effectiveness
HR process designer, HR IT leader or talent management professional, wanting to improve the efficiency and effectiveness of HR processes
Business leader, with responsibility for the effectiveness of your own organisation.
By the end of the course you will:
Understand why performance management generally fails to truly enhance and drive business performance
Examine the main opportunities for improving performance
Apply research insight and latest thinking to your performance management process
Access employees’ contribution and potential to drive the performance of your business
Drive learning and development using the capabilities that will enhance business results
Align reward processes to drive efficiency and effectiveness
Create an action plan for the development of performance management within your own organisation
Why Now is the Right Time to Re-engineer Performance Management
Neuroscience and other research evidence on why traditional performance management is not working
Responding to changes in the world of work – agility, collaboration, complexity as well as the potential of new technologies
Reviewing participants own experience with performance management – summarising the key challenges
Setting objectives for re-engineering performance management in participants’ own organisations
What to do to make Traditional Performance Management Work as Well as Possible!
Dealing with the difficulties in understanding performance eg identifying who is talent in our organisations
Dealing with the difficulties in performance management dynamics – linking employee and business performance, cascading objectives, calibrating performance etc
Adding in employee experience and engagement – clarifying the deal
Advantages and disadvantages of dropping / maintaining ratings
How to inform reward, development, poor performance and other processes
How to Abolish Performance Management (or at least Reviews / Appraisals)
How to ensure people manage their performance without a performance management process end of year reviews
What to do instead, including developing individual responsibility, team level reviews and relying on recognition
Developing a performance culture and the roles of obliquity and emergence
Case studies and the conflicting research on organisations that have abolished performance management
Implementing the Re-engineered Approach
Reviewing options and challenges involved in reengineering performance management in participants’ own organisations
Using approaches like design thinking to identify the way forward
Managing diversity – tailoring performance management for different employee requirements
Managing the change process involved in introducing a new approach
Building the required HR and line management competencies
Conclusions and Action Planning
This training day will run from 10:00am – 16:00 with three scheduled breaks throughout the day
Trainer: Jon Ingham
Jon Ingham is an independent strategic people management and organisation development consultant. His projects often involve helping companies innovate their HR approaches responding to changes in the world of work and also to tie more closely to their own strategic needs. His work is informed by a strong belief in the potential offered from a smarter investment in people and the consequent opportunity to create new value for a business.
He has worked with companies in UK and Europe, the Middle East, South Africa, Asia and Australia. Recent clients have included a financial services firm where HR had to sign up to providing half of the firm’s planned financial growth. Also, acting in an interim head of organisation development capacity for a leading retailer, planning for the introduction of a new digital business strategy.
Other activities include providing in-house and open training programmes. His Symposium courses have included strategic HR; digital HR, HR business partnering; people planning, measurement, analytics and reporting; HR and innovation; HR and social media; organisation design and development; process design; employee experience, change management, and specific courses on recruitment, learning, performance management and reward.
Jon has BA in Psychology, a Masters in Engineering and an MBA. He has frequently been recognised a leading influencer in HR, and he was listed as the 7th most influential UK HR Thinker in 2013. HR Examiner includes him in its list of the top 100 global HR influencers and states “Ingham is still early in his career. It’s not outrageous to imagine him as the next Ulrich.”
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