More Dynamic, More Democratized,

More Data: Next-Gen Performance & Talent

Management at Patagonia

Chris MasonPATAGONIA

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©2015 QUALTRICS LLC.

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Housekeeping

Chris Mason, Ph.D.Head of Talent Management, L&D, Compensation, & Workforce Analytics

Chris holds a Ph.D. in I-O Psychology from DePaul University. His career has focused on the application of this discipline to HR practice in companies large and small where he has led teams in Talent Management, Learning & Leadership Development, Compensation, and Human Capital Analytics, including his current role at Patagonia based in Ventura, CA. His passion is the reinvention of Talent and HR processes with a focus on moving to much more dynamic, democratized, and datafied interactions enabled through new digital platforms.

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©2015 QUALTRICS LLC.

40+ years in BusinessPrivate/Founder

~1B in Sales~2000 Employees

Global (in 4 Continents; primarily in US/Japan/EU)Direct-Retail & Online and Wholesale in 4K+

distributors

Next-Gen Performance & Talent Management@ Patagonia

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“The big inventions are so rare that even the most brilliant geniuses think up only a few marketable inventions in their lifetimes…Innovation can be

achieved much more quickly because you already start with an existing product idea or design.

-YC (Le t My Peop le Go Sur f i ng)

more DATA7

more DEMOCRATIZED

more DYNAMIC

3 Ways We Innovate in Patagonia HR

Meet Kate and Michael

Kate(Michael’s Manager)

Michael(Employee on Kate’s Team)

MANAGERS LAYER-ON SUPPORT

EMPLOYEES

DRIVE & BUILD UP

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Michael (Employee) vs. Kate’s (Michael’s Manager) RolesM

anag

erD

riven

A

ctio

ns

Layer on personalized / targeted actions to support our people.+

Advocate with Integrity (on our people’s behalf) to help our functional leadership make the best investments in people with limited resources

Continuously drive our growth, performance,

careers, and wellbeing

GUIDE COACH ADVOCATE

Empl

oyee

Driv

en

Act

ions

Reinventing “Performance Management”@ Patagonia

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©2015 QUALTRICS LLC.

Like almost every other company… we knew that what we were doing wasn’t working…but some newer approaches were showing promise.

Next-Gen Performance = Any of The Following

More Frequent

Goal SettingExample: Google’s “OKRs” (quarterly

Goals)

More Frequent Performance

ConversationsExample: Adobe’s

“Check-Ins” (Manager & Employee one-on-one conversations)

Crowd-sourced

FeedbackExamples: Sears Holdings’ digital

feedback tool called “SoundBoard”

Rating-less Reviews

Examples: Juniper Networks, Kelly

Services, REI, Deloitte, GAP (and many more)

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Regenerative Performance

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Quarterly Goals

Quarterly Check-

InsOngoing Feedback

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What our people tell us…What the data tell us…

Goal Transparency was Embraced: 98% Goals we left Visible to All

The majority of employees prefer the new “Check-in” conversation (to the old performance review)

Employees completing Check-Ins are more likely to say…- They get more quality feedback- They know what’s expected of them

Use of Regenerative Performance Tools Predicted:- Higher Contributions- More Rewards/Higher Bonuses

I wanted to share some feedback with you on the new Compass tool - It is incredible!  I am so excited to use this system going forward and am actually looking forward to the process at the beginning of FY2017! -Patagonia VP

I think this (Check-In) step is the most important. I think having an open conversation reviewing goals and accomplishments is the best feedback. -Patagonia Employee

It created an efficient way of creating an agenda and interesting insight into how I judge the work I've done vs. how my manager looks at the input. -Patagonia Employee

Layering-On with “Talent Action Planning”

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“Talent Action Planning”verb.

Creating a plan of personalized/targeted actions you will do as a manager to layer-on and support the ongoing growth, performance, career advancement, and engagement of your people.

Managers LAYER-ON SUPPORT

How TAP works (in brief) for each of your direct reports…

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Managers answer a few simple questions about

the person

Pick from a recommended list of talent actions

Complete your actions in next 3-6 months

3 Key Manager Talent Action Planning Questions

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Michael

Kate’s Turn as Manager to Take ActionsShe starts with Michael (one of her direct reports)

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Kate

1. Kate answers a few simple questions about Michael

Extra Capacity

Kate’s Identifies Where to Focus Her SupportShe learns about what actions Michael could benefit from most at this time

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2. Kate feels Michael has…

He has room to take on more

He could benefit most from actions to help him grow + expand impact

She should identify actions that help him to expand his capabilities and increase his impact

Michael

Kate’s Plan to Support MichaelShe get’s suggestions for actions she can take that are most likely to support Michael at this time

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Role Expansion:Look for opportunities for them to take on at least one new responsibility in their current role in the next 3–6 mos. to increase impact

Professional Profile:Encourage them to fill out their Professional Profile in Workday in the next 3 months

Cross-Functional Project:Identify opportunities for them to participate on a cross-functional project or assignment outside of their role over the next 3–6 mos.

Commits to takingup to 3 Talent Actions

3. Kate commits to Actions to support Michael

✔

✔

✔

Other Talent ActionsSupporting

Actions• Manager Coaching -

Conduct regular (daily or

weekly) coaching sessions

to help them improve.

• Peer Support - Look for

someone this person can

shadow and learn from.

• HR Discussion (If they are

NOT new to role) - Talk

with HR about the need for

a formal performance

improvement plan.

Role Fit Actions

• Career Informational

Interview -Encourage them

to talk with someone in

another part of the

organization in the next 3

months

• Explore New Role -Talk with

your manager about possible

roles where this person

might be a better fit in the

broader team or org

• HR Discussion -Talk with HR

about this person's fit with

their current role and explore

another potential role for this

person in the next 3-6

months.

Leadership Development• Leadership Presentation -

Find an opportunity for this

person to present directly to

a leader 3 levels up from

their role today Share

Aspiration - Tell your

manager about this person's

aspiration to work at a higher

level of leadership in the

future.

• Leadership Practice - Coach

this person to take over one

task you do in your role

(such as managing a budget

or an external vendor) to

help them grow leadership

skills

General Actions

• Regenerative Performance -

Encourage them to write 3-5

Quarterly Stretch Goals in

Compass next quarter and

then set up a "Check-In"

session to kick off each

quarter.

• Development Goal -

Encourage them to write 1

quarterly development goal

next quarter

• Networking -Identify

between 1-3 key partners or

stakeholders for this person

to meet and greet

MANAGERS LAYER-ON SUPPORT

EMPLOYEES

DRIVE & BUILD UP

1 + 1 > 2

more DATA25

more DEMOCRATIZED

more DYNAMIC

What Ways Can You Get…

THANK YOU!