When it comes to labour productivity, meaningful Performance Assessments are crucial to ensuring ongoing employee development. Assessing job skills, abilities and behaviours efficiently and effectively enables Managers to identify strengths and weaknesses within their teams and plan workforce needs accordingly.
Chapman’s is located in the Town of Markdale, Ontario and produces a variety of frozen desserts, including lactose-free and no-sugar added products and is one of the largest employers in the region.
We were quite thrilled to have JP (Jean-Pierre) Giroux, Director of Human Capital Development from the Canadian Manufacturing Network, join us as our guest speaker to share his insights on the current issues, latest trends and strategies for implementing Performance Management Practices.
The session began with a general roundtable discussion on what types of Performance Evaluation Programs were in place and the key metrics around them. We talked about some of the challenges of our particular programs and the components we thought were working well from feedback through performance goal management. And, we looked at where our programs were effective insofar as closing performance gaps, managing job skills and aiding personal development.
Performance Evaluation Programs varied across the board from annual bureaucratic processes through to well-thought out planned wage and bonus reviews. Some are built with annual meetings that encompass a 360 format. It was agreed by everyone that targeted, purposeful mini-conversations build the best reviews – 10 min conversations that are targeted and purposeful can sometimes provide the greatest results. In essence our conversations are really targeted towards performance coaching.
One company mentioned that they had developed specific guidelines for conversation and forms that were simpler to use. Someone else was really looking forward to changing the format from an annual review process to one that led to smaller but more frequent communication throughout the year. Another did not have any job responsibilities outlined, so they made their employees participate in the drafting of procedures.
JP outlined some of the current issues companies face regarding Performance Management:
• Too little focus on the employees
• Lack of executive engagement in Performance Management
• Not focusing on strength-based development and in the moment feedback
• Few managers are skilled development coaches
• Executives/Senior Management get more performance planning attention (vs hourly workers)
• Key findings and performance management strategies – Brandon Hall Study – March 2015
He also pointed out a study that Deloitte is in the midst of doing with their 65,000 employees by virtue of four specific Performance Management questions (October 2015). Team leaders will assess an individual not on their skills alone but also on what they perceive their future actions will be with respect to that person:
They intend to ask team leaders four questions at the end of each project or at least once a quarter. The questions are:
1. Given what I know of this person’s performance, and if it were my money, I would award this person the highest possible compensation increase and bonus [measures overall performance and unique value to the organization on a five-point scale from “strongly agree” to “strongly disagree”].
2. Given what I know of this person’s performance, I would always want him or her on my team [measures ability to work well with others on the same five-point scale].
3. This person is at risk for low performance [identifies problems that might harm the customer or the team on a yes-or-no basis].
4. This person is ready for promotion today [measures potential on a yes-or-no basis].
See more at: http://stephenjgill.typepad.com/performance_improvement_b/2015/05/performance-management-at-deloitte.html#sthash.CLumUjm6.dpuf
The focus will be on collaboration and teamwork moving forward. It is one thing to assess someone, but then you must follow-up to stay on target with the development plan.
EMC is fortunate to have a wonderful online training program available through the Canadian Manufacturing Network platform that can really help Manager’s grasp the components of Performance Management:
Harvard Performance Management Program
There are three main components which are delivered through webinars, online resources, video’s, testimonials and follow-up testing. During this learning period there is also a Performance Appraisal Action Learning Project that must be completed. Topic areas include the following:
1. Performance Appraisal
2. Feedback Essentials
3. Difficult Interactions
Feedback is an interesting component – and this course explores the various facets necessary to deliver messages in a meaningful way:
1. Positive frame
2. Difficult message in behavioural terms
3. Normalization – this portion is often omitted
We also talked about the use of a Coaching Log and how that may be very helpful for evaluations – perhaps outlining requirements for a certain number of coachings per month versus trying to accomplish everything at once.
Our speaker shared the “Elements of Successful Learning” (Race – 2012)
3. Making sense
Good Leadership is crucial demonstrating not only aptitude (knowledge/strength) but also attitude (doing it and transferring it into the workplace).
We were also very pleased to have JP share information regarding our current Manufacturing GPS Industry Labour Market Intelligence Survey that is currently making its way across Canada. This is an amazing project that can provide customized reports and free access to the first 5,000 participants.
The Manufacturing GPS project will help Manufacturers when it comes to recruiting, retaining, and benchmarking employees from a labour market resource standpoint. We will be better able to understand how many graduates are coming into the workforce as an example.
The GPS Team started with functional jobs looking at salary, vacancies, emerging positions, and of course, those disappearing. There is a direct link to the job bank and the data will be ever-green in nature. There are currently 600 responses and as 15 respond for any given area, a regional report can be generated! Currently there are about 17 reports available looking at items such as:
- Workforce Profiles
- Manufacturing Profile, etc.
After some wonderful roundtable discussion, Members and Guests were then treated to a fabulous tour of Chapman’s Ice Cream that involved a wee taste test as well!
Very, very special thanks to Chapman’s Ice Cream for hosting this special event, for the wonderful tour, and the samples! To our Guests who travelled so far to join us! And to JP Giroux, our Speaker, who did an excellent job at guiding discussion and presenting thoughts around the whole issue of Performance Management, and to highlighting the latest in our GPS Initiative! All the best as always!
Bren de Leeuw, Director - EMC Food, Beverage, Bio & Ag Program Canada
Excellence In Manufacturing Consortium - firstname.lastname@example.org - 519-372-6009
EMC receives funding under Growing Forward 2, a federal-provincial-territorial initiative. However, the comments or opinions expressed on this blog are solely those of their respective contributors and do not necessarily represent the views of the Government of Canada or the Province of Ontario.