Performance Management Implementation

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• Performance Management Implementation

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Performance Management Briefing Disclosure

• Original content provided by RanOne and its
  People Development System. Content has been
  edited by the PCPS Team at the AICPA, Inc.
• This publication has not been approved,
  disapproved or otherwise acted upon by any senior
  technical committees of, and does not represent
  an official position of, the American Institute
  of Certified Public Accountants.  It is
  distributed with the understanding that the
  contributing authors and editors, and the
  publisher, are not rendering legal, accounting,
  or other professional services in this
  publication.   If legal advice or other expert
  assistance is required, the services of a
  competent professional should be sought.

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Purpose of Briefing

• Why Change?
• What are the benefits for us?
• Overview the proposed
• - career structure
• - role descriptions
• - competency framework
• - performance management tools
• Where to from here - implementation plan

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So - Why Change?

• What is performance management?
• Why is it important and why do we need it?

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Performance Management

• Performance Management is about achieving goals
  by helping people be the best they can be - i.e.
  achieving their potential by
• Communicating expectations
• Planning for performance
• Giving and receiving constructive feedback

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• Winners can tell you where they are going, what
  they plan to do along the way and who will be
  sharing the adventure with them.
• Denis Waitley

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Key Objective of Performance Management

• Provide a framework which links individual
  performance to business performance

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How Do We Manage Performance Now?
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Benefits of a Clearly Defined Performance
Management System

• Links individual and team performance to
  achievement of the firms vision and plans
• Ensures people receive feedback
• Provides a focus on competence and encourages
  continuous learning
• Provides a way of ensuring people have
  interesting and challenging work
• Provides an objective and equitable basis for
  salary and promotion decisions
• Helps identify stars
• Builds competence and in turn business capability
• Helps develop an achievement orientated culture

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Key Components

• Career Structure
• Role Descriptions
• Competency Model
• Personal Plan
• Performance Monitoring (Individual Job Eval and
  Performance Mgt Meetings)

• Upward Feedback
• Performance Review Discussions
• End of Year Summary Report

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Career Structure
Identifies the key client service roles performed
in the business and shows the career progression
path that professionals move through as they take
on more challenging and complex tasks
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Career Structure Roles

• Associate responsible for learning and applying
  technical skills and working as part of a team
  carrying out tasks under close coaching and
  supervision
• Senior responsible for coordinating client
  engagement/projects including coaching less
  experienced team members and completing agreed
  tasks
• Manager responsible for managing client
  engagement /projects including people, budgets,
  timeframes and outcomes

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Career Structure Roles (cont.)

• Director is a technical specialist responsible
  for leading the team, managing client relations,
  delivery of quality client service and business
  development activities
• Partner provides leadership in a specialist
  part of the practice and is accountable for
  quality client service, winning new work, adding
  value through commercial acumen and developing
  high performing teams

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Role Descriptions
Describe the primary purpose, tasks,
responsibilities, personal qualities and key
performance indicators for each role in the
business
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Competency Model
Describes in detail the knowledge, skills, and
abilities needed to perform effectively in each
role
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Competency Model - Key Competency Groups

• Productivity
• Technical Knowledge
• Client Service
• People Development Teamwork
• Business Development

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• We are not born with maps we have to make them,
  and the making requires effort. The more effort
  we make to appreciate and perceive reality, the
  larger and more accurate the maps will be. But
  many do not want to make this effort. Their maps
  are small and sketchy, their views of the world
  narrow and misleading.
• M. Scott Peck

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Personal Plan

• Linked to the Business Plan
• Reflects the contributions you will make to the
  achievement of the Business Plan
• Designed for a 12 month period
• Will start the dialogue for your future goals and
  aspirations and how the firm can help

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Monitoring Individual Job Evaluation

• Provide for regular feedback
• Completed at the end of each assignment or
  project of significant length (over 80 hours on
  the assignment)
• Performance against plan and competency assessment

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Upward Feedback

• 11 Key areas to help ensure all team members
  receive the necessary firm support
• Designed as a constructive way to assess
  management capabilities and areas of improvement
• Completely confidential

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Performance Review Discussions

• Undertaken formally, twice a year
• Two informal meetings in between the mid-year and
  year-end reviews
• Review of your Personal Plan achievements
• Designed to capture strengths, development needs,
  and opportunities for development
• Helps collate key information career
  development, promotion and reward

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Performance Templates

• Guide the mid-year and annual performance review
  discussions
• Helps collate and summarize key information
• - Performance against Plan
• - Strengths
• - Development areas
• - Opportunities for development
• - Overall performance rating linked to reward

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Where To From Here?
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