Session A2 From Annual Appraisals to Continuous

Performance Management

NEW TRENDS IN PERFORMANCE MANAGEMENT

NEBEL CROWHURST HEAD OF LEARNING & TALENT DEVELOPMENT

RIVER ISLAND OUR STORY

PERFORMANCE MANAGEMENT THE CURRENT LANDSCAPE

COMPANIES ARE… PROMOTING ACCOUNTABILITY, OWNERSHIP AND TEAMWORK

GIVING EMPLOYEES MORE REGULAR SUPPORT

PROVIDING MEANINGFUL TIMELY FEEDBACK

POSITIONING MANAGERS AS COACHES (NOT EVALUATORS)

OUR STEPS TO CHANGE

RI CAREER DEVELOPMENT & PERFORMANCE APPROACH

OUR LEARNING THE MISSING INGREDIENT

FOR MANAGERS

BUSINESS IMPACT

+ 2% Employee Engagement

BE HEARD RESULTS SECTION SUMMARIES 2015 TO 2017

MY MANAGER

LEADERSHIP

PERSONAL GROWTH

6% 3% 4%

BE HEARD RESULTS MY MANAGER 2015 TO 2017

…ALWAYS MAKES TIME FOR ME AND SUPPORTS ME TO DO MY JOB WELL

…LISTENS TO WHAT I HAVE TO SAY

AND ACTS ON IT

…GIVES ME FEEDBACK THAT HELPS ME IMPROVE MY

PERFORMANCE AND CAREER

7% 6% 9%

BUSINESS IMPACT + £6.8m – Retail bottom line

2016

BUSINESS IMPACT

Towards Maturity Index 2015 12.86 2016 63.26 2017 71.13

THE FUTURE

AGILE APPROACH TO WORK

TIPS FOR SUCCESS

QUESTIONS?

A new approach to Performance Management in the Home Office CIPD Annual Conference 2017

Contents

The Home Office – a challenging global context How the change began What we were moving away from Our key challenges/opportunities What we did What feels different already?

19

20

The Home Office- A Challenging Context

Policy Learning and skills

Business and culture change

IT

Comms

The Executive Committee commissioned a 12 month redesign programme which included:

21

How the change began

We had a system which was more about the completion of the process than the business impact of good performance

Strong Performance Management culture is one of the biggest levers in transformation

The previous Performance Management approach:

Applied across the Civil Service

Was based on a forced distribution

Was introduced to address under and poor performance

Felt time consuming and bureaucratic

Led to perceptions of unfairness

Had a negative effect on motivation and engagement

22

What we moved away from

Changing the way we engage with staff to build

buy in

Supporting and upskilling line managers

Delivering to a challenging timescale

Working across teams and professions to create

solutions

Identifying an approach with the confidence of a range of

stakeholders

Leading technology change for the future

Collaborating with Trade Unions and Staff Networks

throughout

23

Our key challenges/opportunities

Culture

Facilitated Team Discussions…

The Intranet Blog…

2015 COMMS MATERIALS CREATED

12,626 unique views

Border Briefing...

Our engagement approach

Staff Networks

Executive Board/Director meetings

Unions

2015 COMMS MATERIALS CREATED

Workshops with Senior civil servants (SCS) and G6/G7s

Meetings held with all 4 unions

Meetings held with colleagues from across the majority of networks

Our engagement approach

“We need to try something radical and find better ways to encourage everyone to do the very best they can.”

26

“We need an empowering ‘performance framework’ to support our business plan…

and support staff in developing and delivering

their own objectives.”

“Giving someone a little appreciation on occasion or a little thank you every now and again makes all

the difference.”

“There is so much wrong

with the system it is

hard to know where to

start.”

We listened to feedback

Employee initiated

Conversational Frequent

Little to no paperwork Adaptable structure

Appreciative and coaching Strengths and

development

Standard process Annual event

Form to complete Manager controlled

Evaluative, judgemental Strengths and weaknesses

Top down targets

27

We distilled current trends into two approaches

Direction of travel? From To

28

2. GROW GUIDE

APPRAISE

4. APPRAISE DEVELOP

1. GROW COACH

EXPLORE

3.FLEXIBLE FRAMEWORK

Increased emphasis on valuing good management Timely recognition and reward Clear objectives/performance standards – ‘what’ and ‘how’ No forced distribution. Separate processes for poor performance and talent Option to decide objectives and rewards on a team or an individual level.

COMMON FEATURES

Development focused approach

Standard appraisal approach typically

used in public sector

We then created four models

29

GROW, COACH, EXPLORE

GROW, GUIDE, APPRAISE

FLEXIBLE F.WORK

APPRAISE & DEVELOP

No. of business Focus Groups preferred/ thought would work¹ 84 121 25 40

No. of business Focus Groups disliked / thought would not work¹

79 16 81 84 Number of Dragons’ Den session “wins” or shared “wins”

4 9 4 4

Typical feedback quotes

“it was the ideal [but] we don’t have the lm skills or mind set... to

fully support this yet”

“Like...that it does focus on forward looking rather than past performance, some consistency and also gives staff a record for

promotion”

“too complicated”, “lack of consistency”

“too similar to unpopular current system”.

We sought employee views on the models

30

What we did

Changed the Process • Removed forced distribution • Concentrated on standards • Created a model conversation • Introduced a new assessment framework

Invested in Learning • Held a 2 day course for all SCS • Over 4000 managers attended a coaching skills

workshop • Designed a bespoke learning package with KPMG • Investment in capability is ongoing

Leadership • Focused on accountability • Introduced an assurance framework • Rating distributions will be looked at against

business metrics

Culture • Business have taken ownership • HR are enabling rather than policing • Changed the way we engage with our teams • This is a journey, it won’t all happen in one year

31

What feels different already?