reframing performance management conversations: aigs transformation story

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Author: human-capital-media

Post on 07-Jan-2017



Recruiting & HR

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    Lauren Dixon Associate Editor Talent Management magazine

    Reframing Performance Management Conversa6ons: AIGs Transforma6on


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    Julia Smith Global Head of People Excellence AIG

    Reframing Performance Management Conversa6ons: AIGs Transforma6on


  • Partnering for Success Inspiring Great Performance at AIG

    Our Journey How we got here

    The Details How it works

    Volunteer Community How our employees are leading the change

  • 10 10


    Julia Smith Head of People Excellence, AIG

  • 11 11


    Our Journey How we got here

    Details How it works

    Volunteer Community How our employees are leading the change

  • 12 12

    Global financial crisis AIG under tremendous public scrutiny Urgent need to demonstrate to shareholders that we could differentiate


    Implemented a Relative Performance Ranking (RPR) system

    Our story begins

    The Good The Bad The Ugly Demonstrated to our shareholders our ability to differentiate pay by performance In some cases, it was the first time an employee got honest feedback on their performance

    Focus on paper & process Lack of manager ownership (HR made me do it)

    Enabled bad behavior by only measuring the what Negative impact on employee moral

  • 13 13

    Began by listening to employees Conducted virtual focus groups Employees at every level Employees in every location

    Employees shared ideas on how to make AIG a better place to work Inspired to do their best work Real time feedback and constructive coaching Transformative development opportunities

    A deep belief that there was a better way

  • 14 14

    Researched practices at hundreds of companies What are you doing? Why are you doing that? How is it working out for you?

    Worked closely with Danny Kahneman Nobel Prize Winning Behavioral Economist Outside HR

    Took what we learned and conducted a mid-year pilot on over 3,000 leaders to test our ideas

    And finally, we refined and implemented across our global population, at all levels of the organization

    We wanted to learn from the best and find the right solution for AIG

  • 15 15

    Over 90% of employees said useful for performing better 86% said useful for improving relationship with their manager

    The results

  • 16 16

    Our solution is grounded in research & neuroscience

    Two Distinct Areas of the Brain

  • 17 17

    Concept is simple

    How can we identify and shut down all of the triggers of fight or flight so that we can open the door to

    trust and collaboration

  • 18 18

    Holistic view of employee Multiple perspectives:

    Employee Self Review Upward Feedback Matrix Manager Review Direct Manager Review

    Evaluate both the what and the how

    High level overview

  • 19 19

    The What

    Employees given total freedom to shine.

  • 20 20

    The What

    Three additional questions:

    Employees encouraged to share their accomplishments outside of specific goals.

  • 21 21

    The What

    The manager evaluates the employee on TWO things: 1. The employees performance on his/her own goals 2. If the employee contributed to the achievement of goals outside his/her

    own area of responsibility

    Recognizes that the most important things that we accomplish at AIG; we accomplish as teams

    Reward collaboration. Discourage competition.

  • Identified 18 Behaviors that Matter at AIG


    The How

    able to anticipate problems able to get things done in the organization an effective leader applied the right level of detail articulate and clear collaborative and helpful energetic and engaged focused in stressful situations focused on what matters most

    generous in sharing credit good at building relationships open to new ways of doing things reliable in meeting commitments respected by clients supportive of diversity the source of many good ideas thoughtful and decisive willing to admit mistakes

    1. Frame in the positive 2. Use everyday language 3. Reinforce AIG values 4. Let evolve

  • 23

    The How

    Extreme rating scales make decisions easy

    Step 1: Rate

  • 24

    The How

    Three simple decisions are much easier than one hard one (rate, review, prioritize)

    Step 2: Review

    Step 3: Prioritize

  • 25

    Its All About The Conversation

    Conversation guide is generated by system to lead both manager and employee through forward looking, constructive conversation. Available in advance so employee has time to absorb the feedback and is ready for a collaborative dialog.

  • 26

    Its All About The Conversation

    Conversational excellence training for both managers and employees

  • 27 27

    Volunteer Community

    1,200 (and growing)

    Use grassroots to spread the message

  • 28 28

    Volunteer Community

    Let employees (and not HR) tell the story

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