Stanton Chase International

1

• PERFORMANCE MANAGEMENT
• DURING
• ORGANIZATIONAL CHANGES

2
Abraham Lincoln

• "I will prepare myself and my time must come"

3
Q WHAT IS THE ONLY THING THAT REMAINS CONSTANT
IN TODAYS ENVIRONMENT?

• A CHANGE !!!!

4
Change or Progress ?
5
What is Performance Management

• A set of activities that ensure that
• goals are consistently being met
• in an effective and efficient
• manner.

6
Performance Management applies
Not only to Employees

• the entire organization
• departments
• processes (billing, budgeting, product
  development, financial management, etc.)
• programs (implementing new policies and
  procedures to attract and retain employees)
• products or services to internal or external
  customers
• projects (automating the billing process, moving
  to a new building, etc.)
• teams or groups organized to accomplish a result
  for internal or external customers

7
ACTIVITIES

• Identifying and prioritizing the desired results
• Setting up KPIs to measure progress toward those
  results
• Setting standards for assessing how well results
  were achieved (exceeds expectations", "superior
  performance", "does not meet expectation)
• Tracking and measuring progress toward results
• Exchanging ongoing feedback
• Reviewing on a periodical basis the progress
• Repeating activities that achieve results
• Rewarding performance

8
Overall Goal of Performance Management

• Ensure that the organization and all of its
  subsystems (processes, departments, teams,
  employees, etc.) are working together in an
  optimum fashion to achieve the results desired by
  the organization.

9
Focus of Performance Management

• Overall results
• Continuous feedback on results
• Development/Adjustment plans to improve results

10
Is Change Leading Us(1) or can We Lead
Change(2) ?

• 1.
• Teams are less productive
• Teams question the purpose
• Teams become defensive
• Teams fall apart

• 2.
• Shared Vision and Goals
• Shared Leadership Accountability
• Continuous Learning Development
• Customer orientation
• Collect Use Feedback/Data

11

• Shared Vision
• Desirable
• Focused
• Feasible
• Supportive
• Shared Leadership

• Leading Change
• John P. Kotter

12

• Continuous Learning and Development
• team building, leadership, communication,
  coaching, lateral thinking, technical knowledge,
  computer skills, problem-solving, budget process,
  conflict resolution
• Customer Focus
• customer satisfaction surveys, performance goals,
  recommendations from internal and external
  customers

13

• Feedback and Data
• CRM systems for External Clients
• Performance and Development Plans for Internal
  Clients (employees)
• Implications for the Future
• No more One Man Show,
• but
• Core Team Time

14
The Must Havein Change Management

• Communication
• Executive support
• Involvement
• Planning and analysis
• Need for the change
• High level of Trust is a Huge Plus

15
Whom Do We Need, thus Attract In Our Teams

• Heretics, Heroes, Outlaws, Visionaries
• Art Kleimer(1996)
• Champions and Heroes
• Peters and Austin (1985)

16
CREATE A NEW ATTITUDE !
17

• We can be followers,
• or
• We can be leaders!

18
Thank you !