Please note that the times reflected in this agenda are listed in the time-zone where the event takes place.
For this event, the time-zone is Central Time Zone.
Tuesday, May 16, 2017
- The components of the HCI Performance Management Innovation: strengths-based development; agile goal setting; effective, continuous feedback; coaching for performance; rewards and compensation; and social recognition
- How to evaluate your organization’s agility scale in order to determine next steps. You’ll take a self-assessment so you know where your company is on the traditional-transitional-agile scale.
Despite decades of study, performance management (PM) is seen by most business leaders and HR professionals as a failure. While few dispute that PM is ineffective, there is little agreement on what is wrong with it and how to fix it. Companies continued to tinker with their systems, making incremental changes every few years with little appreciable improvement.
This session will provide a fresh, unique perspective on what is wrong with PM and how to fix it. The problem with PM is not our practices, it is with the way organizations use it (“Purpose”), the assumptions, values, and beliefs that underlie our practices (“Paradigms”) and the use of benchmarking information to guide PM designers instead of rigorous scientific evidence (“Propaganda”). Organizations cannot make fundamental changes to improve this process until they understand well the root causes of its failure.
This session will leverage the presenter’s real-world experiences studying, designing, administering and living with PM systems inside organizations. Participants will leave with a deeper understanding of the real problems with PM as well as evidence-based ideas and suggestions for transforming PM in ways that improve individual and organizational outcomes like performance, productivity, engagement, retention, and innovation.
You will learn:
- How to find your performance management purpose.
- How you understand your assumed paradigms.
- How to use scientific evidence for performance management designers.
- How to build a data-oriented case for change.
- How to build good data and measurement into overall design.
- How you should listen to your data to refine your approach.
- How to make sure you are asking the right questions so you can develop the right measurements.
Gap Inc. radically reinvented their performance management process from one that focuses on administrative and compliance to one that focuses on performance. From one with ratings and reviews to one with discussions that drive performance. Gap abandoned ratings and reviews to a discussions performance. The new process is known as GPS - Grow. Perform. Succeed. is based in neuroscience and strives to create a more positive employee-manager feedback experience. Like a real GPS, Gap’s GPS enables managers to help their employees “recalculate” as they make their way towards their goals.
In this session, you will learn:
- How to make the business case and engage leaders in revitalizing the performance process
- The research, benchmarking and methodology used
- The results and lessons learned of this bold implementation
- How do you cultivate an environment of employee empowerment?
- How do you create a culture of 360 degrees of recognition within your organization?
- How do you train managers recognize their people?
- How to enable a company-wide culture of goal transparency.
- Measuring key results for the individual, team and company as a whole
- Tools to put in place to enable efficient check-ins.
- Uncover innovative practices from your peers in your industry and beyond.
- Hear major strategic changes taking place as well an innovative tactical measures implements
Networking Cocktail Reception
Wednesday, May 17, 2017
- How to unlock potential performance.
- Methods for unlocking exceptional team and individual performance by identifying strengths, defining priorities and coaching in the moment.
- Ways leadership can best align with HR professionals to ensure an effective and rewarding change journey.
- How to develop a company-wide growth mindset.
- How to track and measure growth and development.
- Immediate ways to embed new habits in managers.
Engagement and performance insights must be understood alongside each other. To help unlock someone’s potential, we need to understand what currently motivates them and how well those motivators are being met. This is the first step to ensuring the subsequent performance conversation has any chance of positive effect. We also need to have performance conversations with our staff in order for them to better see the outcomes of their motivation. We need to hold the mirror up for them — but not draw their portrait. Big bold statement: Coupling engagement and performance is the key to making performance management work. Tools and teams that embrace this will be better equipped to foster high performance cultures.
You will learn:
- Why and how to couple engagement and performance
- How to help managers foster a more engaged, higher performing team
- How to create a positive impact on the overall company objectives and culture
- Why Pay for Value is superior to Pay for Performance
- How to role out changes to compensation across the organization.
- How to communicate the true market value of work.
Lunch (Roundtable Discussions)
- The difference between performance management and coaching
- How coaching can elevate employees, managers and leaders to higher levels of performance
- How to support managers as coaches—leveraging managers for real performance development
- Linking coaching to long-term development
- Using a multi-model approach—More than a tool for executives and high potentials.
- Has the “how “ overtaken the “why”
- Research to support the decision to keep rating
- Change the types of conversation the true method to unlocking employee potential.