TwoMinute Performance Management- 011916

THE PERFORMANCE

MANAGEMENT REVOLUTION

The results from a recent Deloitte University press survey of major US companies:

Many companies are re-evaluating their traditional Performance Management Systems.

58% 8%

THE CURRENT PERFORMANCE MANAGEMENT PROCESS IS NOT AN EFFECTIVE USE OF TIME

THEIR PROCESS DRIVES HIGH LEVELS OF VALUE.

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6% percent of Fortune 500 companies have gotten rid of rankings. The trend is picking up pace.

These major companies have overhauled their performance management systems in the last few years:

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Most performance management systems focus on the past instead of providing direction for the future

It is very expensive. Year-end assessments take a massive amount of hours a year. Deloitte estimated it at 2 million man hours a year.

Rating skills are based on a rater’s perceptions rather than on actual performance, hence outcomes reflect little truth

Traditional performance management systems do not focus on employees’ strengths and what makes the best teams work well - usually intrinsic motivation.

Why Drop Traditional Performance Management?

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"Employees that do best in [traditional] performance management systems tend to be the employees that are the most narcissistic and self promoting." The company is shifting focus to immediate performance development, rather than an annual forced ranking based on the past year's metrics, and is using an internal app to help those within the organization relay feedback.

Carg i l l says i t ’s seen "measurab le improvements after managers began giving constructive feedback that was forward-looking, instead of reviewing what had happened in the past."

Adobe has already generated the statistics to prove that regular feedback and check-ins make sense. The company has cut voluntary employee turnover by some 30% after introducing a frequent check-in program. "Very frequent check-ins (we might say radically frequent check-ins) are a team leader’s killer app."

Their new process is meant to empower employees to take more initiative and voice their ideas. Eli Lilly says that's helping strengthen partnerships between supervisors and employees.

[READ MORE]

Outcomes:


THE ALTERNATIVE


A new approach that transforms team leaders into effective coaches.

An ongoing cycle of feedback that delivers real value to employees and the organization.

A platform that includes ratings for compensation and career path that managers can complete in minutes.

The Alternative


A lightweight performance management process that is focused on the future.

Two Minute Feedback Performance Management

Team Member Collects anonymous feedback

from peers and customers

Customers Provide feedback on

select topics

Team Leader Completes performance summary

Quarterly Team Member collect

feedback on performance

Quarterly Team Member and

Team Leader huddle

Annually Team Leader submits

Performance Reports to HR

The Huddle The Team Member and Team Leader review feedback and

set priorities.

Fellow Employees Provide anonymous

feedback


Lightweight

Inexpensive

Focus On The Future

Touch Points Throughout The Year

Malleable

Transparent

Simple Evaluation

Two Minute Performance Management requires very little paper work but yields great value to employees and the organization.

Our annual licensing fees are among the lowest on the market. Spend your money on employees not HR software

Start with the perspectives of others and coach forward from there. What should the employee start, stop, or continue to do to improve performance? Two Minute Performance Management supports important conversations between managers and employees

Frequent short huddles between managers and their direct reports creates an accountable path to improvement and increases employee engagement. Additionally, our “action messages” enable managers to give feedback on the feedback as it comes in.

What works for engineering won't for marketing. TMF co-exists with the goal setting tools or processes used by different teams.

The employee is directly involved with harvesting feedback, scheduling huddles. Confidentiality and comment anonymity make the feedback valuable

Short and to the point. We use four questions. That's all you need


USING TWO MINUTE FEEDBACK


Employee Set Up

The employee establishes the connection to his or her manager and sets the interval for their periodic meetings. The first reminder goes out a week before the end of the first interval. Employees are reminded to send out a survey and schedule a huddle with their Team Leader.


Creating A Survey

The employee creates a topic for their quarterly survey •  in consultation with their Team

Leader

or

•  by picking from the preset topics the company as established.


Team Leader Alerts


Team Leaders are alerted when team members send out their quarterly surveys so they can review and comment on the results online.

•  Huddles should be about 30 minutes.

•  At a minimum quarterly, but many companies do them weekly or bi-weekly.

•  Team Members bring their survey results, or share them before the meeting.

•  A Huddle is first and foremost a conversation about the future – near term and long term priorities and how to focus the team member’s strengths on them.

The Huddle


A Huddle is not “time away from work.” It is how work gets done.

•  A review of the positive feedback. These comments about the employee's strengths are a good starting point for the discussion.

•  Discussion of feedback that surprises either the manager or the employee.

•  Prioritization of which issues should be tackled first.

•  Creation of an action plan.

•  A review and adjustment of employees short and long term goals.

Elements Of A Good Huddle The format of the huddle is not rigid or dictated. Team Leaders and Team Members will develop their own style, appropriate to their personalities and nature of their work.

A Huddle can be a good opportunity for career path discussion.


•  Classes or online courses.

•  Changes in processes, practices, programs.

•  Reading assignments.

•  Referral to an expert: a coach, therapist, a doctor, trainer, etc.

•  Further 1-on-1‘s.

Next Steps

•  Workplace activity (e.g. have a product manager take customer service calls periodically to get better feel for customer interactions with the product.)

•  Shadowing another worker.

•  Adjustment in assignments.

Some of the ideas that Team Leaders might recommend:


There are four important kinds of feedback: affirmation, coaching, inspiration and evaluation. The frequent feedback surveys and quarterly huddle provision the first three types. But what about evaluation? Most organizations need input from Team Leaders to make compensation and career path decisions. In the past, this was a time consuming, ineffective process that was co-mingled with coaching and affirmation. Two Minute Feedback separates the evaluation component and simplified it down to the most basic required information. In the context of multiple huddles with team members throughout the year, this report becomes a valid, well informed, and actionable evaluation.

The Manager Summary


Team Leader’s Summary Report


The Team Leader’s Summary report is a four question report that can be completed in a couple of minutes. Two questions are on a 1-5 gradient and two are yes/no questions. Organizations can customize and add to the report template

Sending The Summary Report


The Team Leader sends the report to the appropriate individual in the organization. Encryption options are provided.

Millennial Survival: 3 Days Without Water, 3 Minutes Without Feedback

A Four-Question Performance Review? Not So Fast.

Leadership Starts with Serving 5 Ways to Provide Positive Employee Feedback

Performance management – time to rip it up and start again?

Employers modernizing performance appraisal process, says Towers Watson

Trying To Change, Or Changing The Subject? How Feedback Gets Derailed

The abrasiveness trap: High-achieving men and women are described differently in reviews

A short guide to using feedback in your workplace

When Your Employee Doesn’t Take Feedback

Beware the rule-following co-worker, Harvard study warns

Performance Management Without the Numbers?

RESOURCES


THANK YOU

Visit us at www.twominutefeedback.com

Connect with us at

Bill Schreiner, Co-Founder [email protected] Bill Fitzgerald, Co-Founder [email protected] Keith Pulley, Sales Director [email protected]

Documents

TwoMinute Performance Management- 011916