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Talent and Performance Management

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					                     Talent and Performance Management – High Performance Diagnostic Model
1.   What is / should be the definition of high performance organization for us? What is our desired future state? The difficulty in
     this question begins with determining where it chiefly resides, who is us? Is it the individual, the team, the business process or the
     enterprise? TPM see it as a dual role, high performance within the support service team down to the individual and what its services
     provide to drive towards a high performance organization...

     Our mission is to cultivate an environment of respect, support, and leadership that inspires and encourages organizational excellence,
     cooperation, innovation, superior customer service, and empowered employees.

     In our transition effort we have surveyed across the organization and conducted focus group interviews for guidance. Our findings are
     being incorporated in our business planning efforts and we are defining our role as follows:

     Our role is to
         • ensure that the enterprise outcomes are achieved by supporting and aligning the defined core services’ goals and objectives.
         • serve as a consulting organization
         • focus a strong and vigorous emphasis on process and quality, enterprise analytics
         • focus on effort, time, and funds in education and employee development
         • develop an organizational attitude of receptivity to change
         • wage an aggressive campaign to design new methodologies in deliverables of workforce planning, talent acquisition,
              enterprise compensation, occupational health and safety
         • implement an internal employee communications team for workforce collaboration

2.   How would we know we were high performing? Five areas of importance in analysis (within TPM and across the organization ):
        • Mission, values and pride
        • Process and metrics
        • Entrepreneurial spirit
        • Individual achievement
        • Recognition and celebration

         This would include analysis over a time period. Ultimately, TPM will need to assess itself in one of the following categories:
         “Winner” (consistently outperforms others), “Underperformer” (consistently underperforms), “Climber” (improved the
         performance), or “Tumbler” (started off well but deteriorated over time). TPM’s long term goal is to achieve and sustain the
         “winner” status.

3.   According to whom are we high performing? We have recently conducted an organizational survey and conducted focus group
     interviewing sessions to gather information relevant to the business process areas within TPM. This determination of needs / wants
     and expectations will be inclusive in our future business planning efforts as we transition (Strategic Customer Value Analysis).

4.   Why do we need to be high performing? In the 1980s a book was written by Tom Peters called “In Search of Excellence” and
     became a publishing sensation, why? The challenge to management was that by varying managerial actions and attitudes could
     account for the difference between winners and losers. Also was highlighted that by defining the organizations drivers of high
     performance you could track your success. By not knowing what you need to do to be high performing you become the dinosaur
     (look at Eastman just recently – once a top organization in film industry – and now)

5.   Are we delivering the right what – key products and services to the right customers with excellent customer value? TPM will
     be looking at reconstructing its deliverables and the process activities included within those in the next few months. Look to see
     changes. We also will be looking into areas of outsourcing process activities with assigned staff for vendor management of those
     processes.

6.   How good are we at delivering our mission? Are we efficient as we can be in delivering our key products and services? Are they
     being done right? Strategy, Structure, Systems
     Strategy is being revamped based on customer assessments and best practice evaluations.
     Structure is being put into place as a campus environment with a full line of services readied for delivery by subject matter experts.

     Systems include right skills, competencies and attitudes for supporting the TPM deliverables. We are currently working to place TPM
     staff in the areas of interest and skill for our best delivery of services.
     Work Processes have been defined in some areas but will be reviewed by the newly defined teams for changes. Also there will be
     some areas for process development that have not been completed.

7.   How are we going to treat each other and our customers? What is our work culture? TPM has been going through a through
     transition process and feedback from within the group has been positive. Fair and equitable practices are being conducted through the
     process. This same process will serve as a template for the next transition groups to go through the process which will have an effect
     on the work culture. There is also the implementation of an internal communications team to develop objectives around a number of
     process activities – this will also contribute to the organizational culture.

				
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posted:8/15/2011
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