05/08/2012 11:00 am - 12:00 pm
Create "EmployeePreneurs" through Performance Management
Presenters:
Patricia Bell (BullseyeEvaluation)
Organizations are successful when employees understand why they show up for work. When you raise the bar for performance, organizations “thrive” and employees look forward to achieving results every day. How do you capture the formal and informal coaching activities of your leadership team? Today’s challenges of talent management include having an effective communication strategy with employees at all levels of the organization.
It begins with leadership’s ability to recognize employee talents, strengths and development areas. Most important is the willingness to provide ongoing, relevant feedback and support a strategic plan to connect daily employee accomplishments to organizational bench strength and career progression.
Performance management continues to be at the forefront of talent management strategies. The conversation between supervisor and employee is much more than an annual or quarterly form; it is an ongoing commitment of coaching and developing employees. Effective conversations and development plans addresses the shortage of a talented pool of employees ready to step into promotional opportunities. The philosophy of performance management must embrace the needs of the organization and employee development. Passive participation does not serve a company striving for operational excellence.
To remain competitive, employees must see their roles as more than a paycheck. Employees must be engaged to exceed company goals and improve their value in the organization. When employees are rewarded for becoming “EmployeePreneurs”, their performance levels are raised and temporary roadblocks are seen as opportunities.
This webinar will provide HR professionals and leadership a challenge to evaluate their performance management philosophy, tools and initiatives. A challenge to create supervisor training that values the benefits of honest conversations to change behavior results for organizational success.
05/08/2012 12:00 pm - 1:00 pm
The Secret to Cultivating Talent: Continuous Performance Management
Presenters:
Lisa Sterling, HCS (Ultimate Software)
Every day we hear about the changes in our workforce, how social and mobile is impacting the way we engage with employees, etc. The one message that should be coming across loud and clear is that times are changing and organizationally, we have to embrace that change to stay competitive. The same holds true for the way we measure and assess individual's influence and contributions in our organizations. No longer are annual or semiannual event-based performance reviews enough. To continue to attract and retain talent is going to require a move to continuous and collaborative performance management. In this session, Lisa Sterling, Head of People Engagement for Ultimate Software will discuss a number of aspects of performance management. However, this discussion will be focused on how to make changes to these aspects of performance to make them more engaging, collaborative and ongoing.
Performance Management essentially hasn't changed since "its" original inception over two-hundred years ago. This is your opportunity to learn how to make the changes necessary to allow you to compete for great talent now and in the future as well as retain the people you have currently. We are working with a new generation, technology and impacts that are changing the expectations of our workforce. Are you prepared to make changes necessary to ensure you compete in the future?
05/08/2012 12:30 pm - 1:30 pm
How To Say “YES!” When Your System Says “NO!”
Presenters:
Roy Farrell (HR Value, LLC)
An effective business partner solves problems so they stay solved. The skill set for an effective business partner includes problem-solving skills, creativity, analysis, collaborative relationships and making good decisions. But skills alone are not enough – the practitioner needs a robust suite of technology tools to help manage and process the vast amount of business, performance and talent data to turn it into actionable information. HR is supported by a core technology that is largely driven by Payroll, Benefits, and record keeping – very complex administrative functions that require a common approach and standardization. Compensation professionals find it especially difficult to develop robust planning tools, administer multiple compensation approaches, or create the differentiation necessary for a pay for performance environment. The core payroll system is designed to treat everyone the same. It is not surprising that compensation solutions are the weakest tool in a software suite, and that spreadsheets remain the tool of choice for compensation professionals, at the cost of time and administrative complexity.
The bottom line is that without enabling technology, you are faced with the prospect of saying “NO!” to business partner because your technology cannot support the innovative solution you can visualize but cannot implement. You simply cannot make design recommendations that you cannot administer. The unfortunate reality is that system modifications are often prohibitively expensive, and you quickly find that “add on” software usually trades one set of limitations for another.
There is an alternative. While most people have some understanding of Excel, even many “power users” are unfamiliar with the functionality available with Excel solutions. Excel with VBA - Visual Basic for Applications - can be used to develop robust, customized solutions that rival stand alone or add on programs, all at a fraction of the cost of alternatives. Specific examples will be provided.
05/08/2012 2:00 pm - 3:00 pm
Performance Management: How Can Analytics help?
Presenters:
Gene Pease (Capital Analytics)
With the generational turnover of Boomers retiring, Gen X rising and Millennials filling in the gaps, it’s no surprise that companies are scrambling to prepare the leaders of tomorrow. As investments in performance management increase, so does the demand on human resources professionals to prove the impact. Human capital initiatives have traditionally been considered too difficult to quantify, let alone able to be improved through data-driven insights.
Advances in the field of human capital analytics have given HR professionals a new tool kit with which to approach performance management. Not only can HR use business data to calculate an ROI on soft skills, but statistical modeling and data analytics provide insights into performance management that make the initiative stronger and the spend smarter. This presentation will explore the work of thought leaders, including John Boudreau and Tom Davenport, who have unlocked HR’s ability to quantify investments in people.
Advanced analytics can help prepare tomorrow’s corporate leaders by showing where—and with whom—the investment is working and where it can be improved. A case study of performance management at VF Corporation will show participants how a leading organization applied key concepts in measurement and evaluation. VF Corporation launched a company wide performance management system as part of an overall initiative to build a culture of performance that would ultimately improve company performance. By conducting an in-depth study into their performance initiatives, VF’s HR executives were armed with powerful data to report successes to upper management and a plan for continuous improvement.
This session will show Performance Management professionals how they can execute a human capital measurement strategy that arms them with powerful data to report successes to upper management and a plan for continuous improvement. Participants will learn about the key concepts for human capital analytics: Stakeholder buy-in, Alignment, Getting to useful data, Segmentation, Isolation, and Optimization.
05/08/2012 3:30 pm - 4:30 pm
How to separate performance from potential in identifying your true “HiPo’s”
Presenters:
Rose Mueller-Hanson (PDRI)
Neta Moye (PDRI)
To build a robust talent pipeline, many organizations place a great deal of emphasis on identifying and developing high potentials. By identifying those with the greatest potential, organizations can differentially invest; focusing development where it will get the biggest return over the long haul. The challenge is – who really are those with the greatest potential? Who will, with proper development, have the greatest sustained success?
The nickname for these individuals with the greatest potentials is often “HiPo’s”, where “HiPo” is defined as employees who have high current performance coupled with high future potential. The problem is that performance colors perceptions of potential, and vice versa. Once an employee’s performance falters, we start to question their potential for the next move. There is the possibility for the mirror image as well; when we have someone we really think has great potential, we may see their performance in a move favorable light. These errors lead to two problems – those identified as “HiPo’s” who truly aren’t (so we overinvest), and those identified as not being a HiPo who truly are (so we under invest).
The challenge is separating the judgment of performance from the judgment of potential. This is extremely difficult, if not impossible, to do with managerial judgments. The solution is leveraging a source other than managerial judgment for assessing potential. Building this solution requires answering three questions: 1) what are the markers of potential; 2) what assessment tools can we align to these markers of potential; and, 3) how will we integrate data from all assessments to make final decisions about who are our true “HiPo’s. In this presentation, we will share research and best practices regarding answers to each of these questions, as well as tools and processes to help build a solution unique to your organization.
