Lets brainstorm'

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• Lets brainstorm.

PERFORMANCE MANAGEMENT
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Call it whatever you want!

• Management means
• Development means
• Performance means

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A Total Reward Strategy
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Performance problem, what problem?

• When an employee fails or even just performs
  badly managers typically place the blame
  outside themselves. The employee doesnt
  understand the work, a manager might contend or
  the employee isnt driven to succeed, cant
  prioritize or wont take direction. Whatever the
  reason, the boss often assumes that the problem
  is the employees fault and therefore the
  employees responsibility.
• But is it? Sometimes yes. .But
  sometimes and we can go so far as to say often
  an employees poor performance can be blamed
  largely on his/her boss.
• Perhaps blamed is too strong a word, but it is
  directionally correct.

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Walking a tight rope.

• Creating a work environment that is healthy and
  fulfilling
• v.s.
• Risk getting canned for failing to meet the
  numbers!
• High performers see leader as striking a
  balance
• Weaker performers see leader as not balanced

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Toward an achievement culture.

• Its all about behaviour yours, nobody elses!
• Slow down conversations
• Listen and think
• Maintain a buffer between your brain and mouth
• Ask questions
• Catch the cue (s)
• Ask for time-out
• Prepare for and reflect on, interactions
• Think ahead to conversations and interactions
• Reflect back on conversations and interactions

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Performance Aligned Remuneration

• What are the options
• The FIXED/VARIABLE challenge in which areas
  would you juggle this, which not and why not?
• No VARIABLE. Only FIXED?
• If the variable portion is exciting and truly
  something to strive for.
• What do you want to drive as a business
  imperative? Then reward achievement of that via a
  variable with a huge upside.

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BENCHMARKING a necessary evil

• What is core competence benchmarking?
• applying competitive intelligence techniques
  to compare themselves with cross-industry set of
  corporations possessing world-class capabilities
  in competence areas. Core competence
  benchmarking allows corporations to assess
  whether internally identified core competencies
  truly represent world-class capabilities, provide
  a early warning regarding out-of-market
  competitors that may present a future threat
• (Defining the Corporation 1996)

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Who do you benchmark against?

• Within industry with same core competencies?
• Outside industry with same core competencies? or
• Broadly identify Best-in-the-World business
  practices or
• Re-evaluate what your core competencies really
  are! What are those areas that will serve as the
  cornerstone of future strategy?
• AND THEN
• Benchmark continuously against companies with a
  similar set within and outside industry.

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What are the Benefits?

• BENEFIT 1
• It provides an external perspective necessary to
  justify further investments in existing
  competencies as well as the rationale for
  cutting investment in competencies that fail to
  provide a competitive advantage.
• BENEFIT 2
• The process alerts company to new sources of
  competition, unforeseen competitors

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An the final word

• Employee commitment customer commitment
• PROFIT
• So ask yourself
• What do your staff need for them to commit to
  perform?
• What do your clients need for them to commit to
  buy?