Developing Best Practices for High Performing Organizations
Is your performance management model working for you? Do you know what you are measuring, rewarding and recognizing – and why? Performance management has become a core strategy and management priority, as well as a key linkage point for management, business and HR practices. However, it has also become somewhat of a trendy and confusing topic that’s often misunderstood, particularly by those who may not recognize its value across an organization.
Best practice performance management is forward-looking and fundamentally based on the unique contextual needs of an organization’s strategic direction and business model, and used to integrate and focus the efforts and outcomes of teams and employees. Our Performance Management program is designed to give participants insights and competency in the key strategies, methods and processes that can be used to realize the benefits of meaningful performance management and successfully drive better accountability, quality, productivity, development, and reward and recognition outcomes.
Learn. Design. Implement
Performance management has become both a strategic imperative and a challenge in an age of data analytics and technology. As a core enabler of performance optimization and accountability, executive leaders consider it a core management practice and a key ingredient to market competitiveness and relevancy. Regulatory, methodological and technological developments over the past five years, however, have made performance management a misunderstood and confusing topic for many organizations, especially for those that do not recognize the interdependencies that cut across other management and human resources practices. Performance management processes must be thoughtfully configured, phased-in and actively managed to ensure that related policies and programs are relevant, focused and meaningful for employees and line managers alike.
a) Knowledge is Power
We’ll explore the key strategic, methodological and process considerations for contemporary performance management, as well as the strategic trends that are driving greater choice and complexity.
- Learn the fundamentals of performance management
- Examine how practices are being disrupted and transformed
- Explore a range of macro and micro methods and theory
- Determine how and what to measure in your organization
- Assess your current programs and processes, including specific applications for executive, managerial and staff workforce segments
b) The Case for Change
Introducing a new performance management system requires a nuanced approach that clearly takes into consideration your context, program choices, implications, and the business case for change. It must also be transparent and engender trust amongst all stakeholders. We’ll show you how to make a contextual assessment and set priorities that align with your goals and management practices.
- Use a series of exercises to set priorities and assess implications for your organization’s unique needs
- Gain an understanding of governance and administrative requirements
- Develop a business case for a new performance management strategy
- Learn about related risk and change management practices
- Explore the role of technology and analytics in performance management
Transforming Knowledge into Action
Learn how to:
- Use applied and theoretical fundamentals of performance management
- Develop a business case for performance management change, and align and evolve your organization’s approach
- Use performance measurement essentials, and identify what and how to measure in your organization
- Understand the trends and issues that are disrupting and defining the performance management agenda
- Develop best practices to meet governance and administrative requirements, as well as the needs of specific executive, managerial and workforce segments
- Integrate performance management systems into interdependent management practices
- Educated leaders and practitioners for a more effective contextual performance management strategy
- Methods and tools to better understand how and what to measure organizationally, and how to apply the results at the individual and team levels
- Support for processes and decisions that facilitate a more effective future-oriented and performance-driven workplace
- Related HR and management applications to identify talent, motivate teams and optimize rewards and recognition
- Workbook with resources for developing your performance management programs
- Measurement frameworks to evaluate and manage policies, programs and people
- Process tools that can be applied to your organizational planning
- HR managers and professionals developing programs and best practices
- Leaders seeking to improve performance across an organization
Ian Cullwick, CCP, CHRL, CMC, is a Partner in Mercer’s Ottawa office. He joined Mercer in 2015 after having served as the Vice-President of HR and Organization Research at the Conference Board of Canada, and as a Partner at a major international consulting firm.
Ian specializes in governance effectiveness, performance management, human resources strategy, and organization design. He consults to a broad cross-section of organizations in both the private and public sectors, including high technology companies, financial institutions, crown corporations, health care and not-for-profit organizations. He is also a noted thought leader and has authored a number of articles on organization design, performance and...
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