Overview Presentation

Report
PERFORMANCE
MANAGEMENT PROCESS
(PMP)
Presented by:
Cathy Martin
Global PMP Integration Manager,
GMU
© 2002 General Motors
Agenda
• Building a PerformanceDriven Culture
• PMP Structure
• PMP Support Tools
© 2002 General Motors
2
Building a PerformanceDriven Organization
“One of our most important goals at General
Motors is to build a culture of high
performance and accountability in which
leaders take personal responsibility for
coaching and developing people, in addition
to driving excellent business performance.”
Rick Wagoner, President and CEO
General Motors Corporation
© 2002 General Motors
3
System Components
Track and Coach Tracks and coaches
on results and
behaviors
Clear Goals
Aligned to
Business Results Drives results with
clear, measurable
objectives
Reward Rewards top
performers and is
candid in coaching
on performance
issues
Spends enough time focusing on the
capabilities of the people and the
organization
© 2002 General Motors
4
PMP Guiding Principles
• Performance = Results x Behaviors
• Results are driven by clear, measurable
objectives
• Behaviors are driven by actions outlined in four
cultural priorities
• Performance drives pay
• Leaders are accountable for differentiating
performance and pay
• Leaders must dedicate time to the process to do
it right
© 2002 General Motors
5
Basic Tools
Results
Behavior
Performance
PMP
360
Grid
General Motors Executive
360 Feedback
X
Not
Significant
Observed Development
Needed
NA
1

Some
Demonstrated
Development
Proficiency
Needed
2
3
Strength
4
Exceptional
Strength
5
6
7
LEADERSHIP EXPECTATIONS
1. Act As One Company ........................................NA
1
2
3
4
5
6
7
Collaborates on global issues and drives for team success. Leads teams effectively within
and across organizations/borders. Encourages others to look beyond individual
organization and focus on GM’s success. Stimulates external and internal exploration,
benchmarking and learning. Understands customers, markets, competitors, and focuses on
customer requirements.
Comments on specific behaviors that support rating on “ Act As One Company” :
_________________________________________________________________________

=




X
_________________________________________________________________________
_________________________________________________________________________
2. Stretch ................................................................. NA
1
2
3
4
5
6
7
Sets and deploys high impact, stretch goals/objectives focused on customers, growth, and
profitability. Makes accountability and key measures clear. Understands, measures, and
manages risk effectively. Motivates, stimulates, and supports efforts to deliver results.
Monitors, evaluates, coaches, and rewards based on performance/results.
Comments on specific behaviors that support rating on “ Stretch” :
X X
_________________________________________________________________________
X
_________________________________________________________________________
_________________________________________________________________________
3. Speed/Sense of Urgency...................................... NA
1
2
3
4
5
6
7
Champions fast implementation of leading-edge changes. Eliminates bureaucracy and
slowness. Ensures speed and cycle time are understood/measured/improved. Is decisive and
empowers others to make decisions. Seeks feedback from others on ways to go fast.
Comments on specific behaviors that support rating on “ Speed” :
_________________________________________________________________________
Objectives
based on
business plan
with stretch
targets and
metrics.
© 2002 General Motors
Leadership
behaviors
focusing on 4
cultural
priorities.
Improved
leadership driving
excellent business
performance.
6
GM’s Performance Management
Process
Phase 1 Objective Setting:
•Identifying five to six high impact objectives with metrics and timing for the year
Identifying five to six high impact objectives with metrics and timing for the year
Individual Development Planning:
•Discussion between manager and employees
•Online construction of development plan
Discussion between manager and employees
Online construction of development plan
Phase 2 Midyear Review:
•Self assessment and Leader’s assessment on progress
•Midyear development discussion
Self assessment and Leader’s assessment on progress
Midyear development discussion
© 2002 General Motors
360-Degree Feedback Process:
•All executives receive a 360-Degree Feedback assessment every other year to
measure their alignment with the company’s leadership behaviors and values
embedded in the four cultural priorities
All executives receive a 360-Degree Feedback assessment every other year o
measure their alignment with the company’s leadership behaviors and values
embedded in the four cultural priorities
7
GM’s Performance Management
Process, continued
Phase 3 Annual Review:
•Similar process to midyear
•Includes discussion on 360 data
Similar process to midyear
Includes discussion on 360 data
Reward:
•Annual review provides input into compensation decision
Annual review provides input into compensation decision
© 2002 General Motors
8
Setting Objectives
• Objective setting begins with business
planning process at the top of the
organization
• Objectives are cascaded down to the
region, function, and department
• Employee has clear line of sight
• Objectives are allocated, not cumulated
© 2002 General Motors
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Linking Objectives
Allocated
Objectives
Leader
Objectives:6
Direct Report 1
2
Direct Report 2
2
Direct Report 3
1
VS.
Cumulative
Objectives
Leader
Objectives:6
Direct Report 1
6+6
Direct Report 1
6+6+6
Direct Report 2
6+6+6
Direct Report 4
1
© 2002 General Motors
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Purpose of Executive 360-degree
Feedback Process
• Process where an executive gets feedback
from Leader, Peers, and Direct Reports
• Help GM leaders determine whether they
exhibit leadership behaviors aligned with the
four cultural priorities
• Use in annual performance reviews to
determine the behavior component of a
leader’s performance
• Improve the executive’s job performance by
providing feedback on their behavior
© 2002 General Motors
11
Rater Calibration Training
Module
• Web-based training (30 minutes) embedded in the
360 system
– Required to successfully rate three scenarios to start
assessment process
– If not successful - they are coached prior to starting
assessment
• Course objectives include:
–
–
–
–
–
© 2002 General Motors
Define GM’s four cultural priorities
Identify the points of a seven-point rating scale
Identify attributes of effective, written comments
Identify common rating tendencies
Rate individuals accurately using seven-point scale
12
3 x 3 Performance Grid
Performance
Grid




X
X
X


The 3 x 3 Performance Grid
process and tool combines
the results and behaviors of
leaders. This focuses
discussions on leadership
capability which drives GM’s
business performance.
X
© 2002 General Motors
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PMP Support
• Executive Performance Management
Web Site on ExecuNet
• NA Classified Performance Management
Web Site
– Presentations
– Process and Forms
– Training/Development Activities
– Frequently Asked Questions
• Individual Development Plan Tool (for
NA Classified Employees)
© 2002 General Motors
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Midyear Review Web Tutorial
© 2002 General Motors
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Midyear Review Web Tutorial,
continued
© 2002 General Motors
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Midyear Review Web Tutorial,
continued
© 2002 General Motors
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Individual Development Plan
Tool
© 2002 General Motors
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The PMP
Business
Plan
Objectives Business Performance
Q1
Set Goals
(linked to
Business)
Q2
Track & Coach
Q3
Business
Result$
$
Reward
Linking People, Performance & Result$
© 2002 General Motors
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