Performance Management includes: Goal Setting, Behavioral Expectations, Performance Development, and Performance Enablers

Defining the Problem:

  • Significant industry and organizational change is rapidly changing the expectations for the talent within these organization

  • Lack of appropriate processes to engage the talent of the organization in achieving their strategic and operational goals
  • Expectations are too narrowly focused and processes are too rigid, complex, and infrequent to respond to change or drive employee ownership and learning 
  • Performance enablers such as Lean-Process Improvement, Change Management and Meeting Simplification / Effectiveness are not widely embraced across the organization 
  • This leads to confusion over expectations, siloed, or counterproductive behavior and stagnant talent.

What You Should Know and Consider:

  • Organizations need a structured and psychologically safeway to drive accountability for both what their people need to achieve and how they should work together to achieve it 
  • A rhythm of frequent feedback and coaching, backed up with insights for others on an employee’s performance, provides focus and clarity on how they should contribute to organizational success while providing the support they need to stretch and succeed 
  • Linkages to talent development initiatives should be established and include lifting organizational competencies around Lean-PI, Change Management and Meeting Simplification / Effectiveness   

Solution Dynamics:

Organizations must create simple, flexible, and leader-owned talent development processes and resources that align talent development actions to organizational strategy and operational needs. This should start with an assessment of existing processes and resources, and then pull together senior leadership for an executive working session (EWS). The EWS provides for objective input and executive level dialogue, and would be the first step in establishing a future-state Performance Management or broader Talent System model with supporting transformational roadmap.

GE Value Statement:

GE’s approach to Performance Management addresses required solution dynamics to drive the following improvements:

  • Achieve near term goals while building long term capability via proven methods for clearly defining and driving accountability for what your people need to achieve and how they need to work differently to succeed
  • Experience implementing in varied organizational cultures enables adaptation of principles and approach to your specific circumstances
  • Strong change management approach to ensure sustainability and true cultural change

[Click here for full-sized Human Capital Value Chain Image]

Human Capital Value Chain Quicklinks:

Overall Human Capital Value Chain Model

Talent Acquisition

Total Rewards

Performance Management

Talent Development

Demand-Based Staffing

Daily Shift Management

Labor Productivity

Management Enablers

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