Dynamic performance
management How to deliver more, with less, forever
Presented by:
Octavius Black, CEO, Mind Gym
Dr Sebastian Bailey, President, Mind Gym Inc
29 November 2012
Impact
A new performance management cycle
5 ingredients of dynamic performance management
Why performance management fails
Today
The business case
Better business with DPM
3 Fitz-enz, J. (2007) “Financial impact of HRM”, Workforce Intelligence Institute
Why performance management fails
4
Murky link between strategy,
goals, feedback, reward,
development and progression.
Everyone scores the same.
Reluctant managers focus
on process rather than the
conversation.
Individuals feel uninspired
about their future.
Responsibility placed either
on HR or with line managers
(and not with individuals).
1. Stretching goals with fortnightly feedback
5
Centrality bias
2a. Consistent differentiation
6 Prendergast (1999) Journal of economic literature.
2a. Consistent differentiation
7 Prendergast (1999) Journal of economic literature.
Leniency bias
2a. Consistent differentiation
8 Prendergast (1999) Journal of economic literature.
Normal distribution
2b. Which manager?
9
2c. Yesterday’s hangover
10
3. Commercial coaching
11
Manager tells
people what to do
Predominant focus
on the past and
what can be learnt
Spend more time discussing what the ideal future looks like
Apprentice relationship
‘Dialogue’ on issues where views strongly differ
4. Job crafting
12
5 Employees take responsibility
13
Performance management process
14
Performance management programme
15
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5 WEEK
8
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4
Go Large Workout Live Action Mission Booster Pledge
Impact
16
New York ● London ● Dubai ● Singapore
1 million participants | 1200 companies | 200 coaches | 40 countries | 4 offices
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