{"id":380,"date":"2018-02-22T06:15:35","date_gmt":"2018-02-22T06:15:35","guid":{"rendered":"http:\/\/grosum.com\/topTalk\/?p=380"},"modified":"2018-07-11T09:47:13","modified_gmt":"2018-07-11T09:47:13","slug":"dr-john-performance-management","status":"publish","type":"post","link":"https:\/\/grosum.com\/topTalk\/dr-john-performance-management\/","title":{"rendered":"Dr.John Sullivan, Professor, Corporate Speaker and Advisor"},"content":{"rendered":"

\"Performance<\/a>Dr. John Sullivan<\/strong> is an internationally known HR thought-leader<\/strong> from the Silicon Valley. Specializing in strategic Talent Management solution. He is a prolific author<\/strong> with over 900 articles<\/strong> and 10 books<\/strong> covering all areas of Talent Management. Along with his many articles and books, Dr. Sullivan has written over a dozen white papers<\/strong>, conducted over 50 webinars<\/strong>, dozens of workshops<\/strong> and has been featured in over 35 videos<\/strong>. He is an engaging corporate speaker<\/strong> who has excited audiences at over 300 corporations\/organizations in 30 countries on all 7 continents. His ideas have appeared in every major business source including the Wall Street Journal, Fortune, BusinessWeek, Fast Company, CFO, Inc., NY Times, SmartMoney, USA Today, HBR and the Financial Times. In addition, he writes for the WSJ Experts column and the LinkedIn Talent blog.\u00a0Dr. Sullivan has been interviewed on CNN and the CBS and ABC nightly news, NPR, as well many local TV and radio outlets.<\/p>\n

Fast Company called him the \u201cMichael Jordan of Hiring<\/strong>\u201d, Staffing.org called him \u201cthe father of HR metrics<\/strong>\u201d and SHRM called him \u201cOne of the industries most respected strategists<\/strong>\u201d.\u00a0He was selected among HR\u2019s \u201cTop 10 Leading Thinkers<\/strong>\u201d and was ranked #8 among the top 25 online influencers in Talent Management<\/strong>. \u00a0Adding to these acclamations, Dr. Sullivan has also served as the Chief Talent Officer of Agilent Technologies, the HP spinoff with 43,000 employees as well as becoming the CEO of the Business Development Center, a minority business consulting firm in Bakersfield, California. Dr. Sullivan is currently a Professor of Management at San Francisco State (1982 \u2013 present).\u00a0Most importantly, he wants to hear and respond to your most pressing questions about\u00a0advanced\u00a0talent strategies.<\/p>\n

His articles can be found all over the Internet and on his popular website www.drjohnsullivan.com<\/a> and on www.ERE.Net<\/a>. He lives in Pacifica, California.<\/p>\n

\n
<\/div>\n

How important\u00a0is Performance Management (P.M.) in today’s high-flux organization?<\/b><\/h2>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Continually increasing performance is essential in a fast-moving competitive global world. Current firm performance and innovation may even be more important than a company\u2019s brand.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0What could be more important than increasing the ROI of the highest cost item in corporate variable expenses? People costs are 60% of corporate variable costs?<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Managers and HR also need to know how to improve innovation, which may even have a higher impact than traditional employee performance.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0I rate performance management as the #1 most poorly managed HR program<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Since the required skills needed and the tools required for productivity constantly change, the way we manage performance also needs to change constantly.<\/p>\n

Whose responsibility\u00a0is Performance Management?<\/b><\/h2>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0First of all, every individual employee should own it and be responsible for it.\u00a0Every employee<\/strong>\u00a0should have clear performance goals and be measured by how well their goals are met.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Next, the direct manager<\/strong>\u00a0needs to be constantly monitoring and improving performance. They need to be experts in improving performance.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0And\u00a0overall, HR<\/strong>\u00a0needs to be responsible for identifying the most effective ways of increasing employee performance. But in addition to\u00a0standard performance management<\/strong>\u00a0HR needs to be hiring, retaining and developing people that perform above average.<\/p>\n

What are the\u00a0key gaps\u00a0in current industry practices in managing employees\u2019 performance?<\/b><\/h2>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Quantifying the dollar impact that performance management programs have on revenues<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Most firms, unfortunately, don\u2019t require performance be quantifiably measured on every job<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Most performance appraisal is fatally flawed because it is simply a group of opinions from one person at the end of a long year<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0It must be data-driven, so performance appraisal should instead be called performance counting<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Measuring the percentage of improvement in performance after participating in performance management program<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Few measure the performance of new-hires to determine if hiring is effective<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Managers don\u2019t take responsibility for performance management. Instead, they shift the ownership to HR.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Performance management is one of the most undermanaged HR functions<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Self-monitoring by individual employees is seldom possible<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Individual employee performance measurement is not directly connected to a business unit or strategic corporate goals<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Performance reviews<\/a> must be data driven based on performance data, but it is subjective, and there is no evidence that it predicts future success within the corporation<\/p>\n

Should\u00a0Development discussions be de-linked\u00a0from Performance Reviews?<\/b><\/h2>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Everything in business must be inter-related, so performance management is not exempt<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Of course, reviews must be linked to development, promotion, discipline, and pay<\/p>\n

What makes a really effective P.M. programme? Any best practices to share.<\/b><\/h2>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0It quantifies in dollars its business impacts<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0All program decisions in performance management are made based on data<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Performance management metrics aren\u2019t just historical, but they are also forward-looking projections so that managers can know who has a positive trajectory<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0The program prioritizes the highest impact jobs and individuals<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Programs provide continual feedback and constructive criticism<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0HR data shows managers which tools increase productivity<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Poor performance must actually lead to employee termination, and especially when worker skills become permanently obsolete<\/p>\n

\u00b7 \u00a0 \u00a0 \u00a0 When assessing performance capabilities, programs must be able to compare the performance of robots and machine learning to the performance of people<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0Rather than covering only a single year, a manager is provided with multiyear performance trends and performance comparisons between other employees.<\/p>\n

\n

\"Do<\/a><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

Dr. John Sullivan is an internationally known HR thought-leader from the Silicon Valley. Specializing in strategic Talent Management solution. He is a prolific author with over 900 articles and 10 books covering all areas of Talent Management. Along with his many articles and books, Dr. Sullivan has written over a dozen white papers, conducted over […]<\/p>\n","protected":false},"author":1,"featured_media":381,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6],"tags":[],"_links":{"self":[{"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/posts\/380"}],"collection":[{"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/comments?post=380"}],"version-history":[{"count":5,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/posts\/380\/revisions"}],"predecessor-version":[{"id":960,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/posts\/380\/revisions\/960"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/media\/381"}],"wp:attachment":[{"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/media?parent=380"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/categories?post=380"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/grosum.com\/topTalk\/wp-json\/wp\/v2\/tags?post=380"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}