Transcript
8/14/2019 Leadership Performance Plan
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8/14/2019 Leadership Performance Plan
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Our technology, our great businesses, our reach and
our resources aren't enough to make us the global
best unless we always have the best people—peoplewho are always stretching to become better. This
requires rigorous discipline in evaluating, and total
candor in dealing with, everyone in the organization.
GE’s Annual Report 2000
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PERFORMANCE, RANKING,
DEVELOPMENT and RETENTION
OBJECTIVES
l Identify, develop and retain top 20% of
employees including leadership group
l Recognize the top 20% of Directors
and VPs by creating the “MVP” Club
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PERFORMANCE, RANKING,
DEVELOPMENT and RETENTION
OBJECTIVES
l Identify, improve, or replace the bottom
10% of employees including leadershipgroup
l Eliminate Performance Appraisals and
replace with Coaching and Career Development Planning Sessions
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FIRST STEP - FORCED RANKING
l Management ranks their employees individually
by similar titles or salary grades. For example, all
Directors in one area are ranked by their VicePresident.
l Individual manager’s results integrated and
validated across departments to create a
consolidated forced ranking by title and/or gradethroughout entire company.
l Guidelines and spreadsheet provided to assist in
ranking team (sample attached)
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SAMPLE RANKING CRITERIA
l Employed at least 6
months (less than 6 are
TNR - too new to rate)l Leads or lives by
Principles of Conduct
and MVPs
l Overall
leadership/employee
competencies
l % of Team players
developed and
promoted by leader l % of Turnover within
leader’s group
l Leaders Promotability
l Sample ranking
spreadsheet attached
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Top 20% Leadership/Employee
Development Program
l Specialized training
l One-on-one coaching
l Participate in cross-functional “Black
Belt” projects
l Use as a separate
planning group to
report ideas back to
senior management
l Invited to luncheons
with senior executives
l Opportunities for crosstraining within
organization
l Semi-annual status
report sent to VP, HR to monitor progress
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MVP CLUB - Top 20% of Directors
and VPs l Fully paid deluxe
trip/cruise for two
with MVP Club
leaders and
President/CEO
l Attend off-site
strategic planning
meeting with senior
management
l Special
plaque/statue
l
Special designationon business card -
“MVP Club 2001 -
Excellence in
Leadership”
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MVP CLUB SELECTION
CRITERIA
l Minimum of one year of service as a leader
in the organization
l Director or Vice President
l Should be in top 20% of all VP’s and
Directors in the organization
l Senior Executive team approves final
selection
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Bottom 10% Development
Program
l Design a plan for
success/goals
l One-on-one coachingto help identify areas
needing improvement
l Require attendance to
training courses
l Weekly or bi-weekly
meetings with manager
to monitor progressl If no improvement in
performance, consider
demotion/outplacement
l Quarterly report to VP,
HR to monitor progress
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COACHING SESSIONS VS.
PERFORMANCE APPRAISALS
l Eliminates time consuming mostly ineffective
performance appraisals and replaces with positive
annual career development/coaching sessions.
l Team players complete own career developmentworksheet; manager meets and signs off; submits
worksheet to HR for tracking. (sample attached)
l
Coaching session includes discussing career goals,growth potential, accomplishments, training
needs, and overcoming career roadblocks.
l Merit increases done separately through forced
ranking matrix.
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PROGRAM BENEFITS
l All initiatives will improve retention and build
loyalty
l
Cost of turnover significantly higher than theexpense of the MVP Club and other proposed
training programs (recruitment fees, training, lost
knowledge)
l Increased retention by improving or transitioningout bottom 10%
l Improve employee retention through coaching
sessions versus performance appraisals.
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