Performance Management Seminars

Hear from leading organizations how they are redesigning their performance management processes as a way to drive business results. Learn how you can apply these new principles to your organization.
JUNE 23 - 24, 2015 | THE CONFERENCE BOARD | NEW YORK, NY

June 23, 2015

Performance Management continues to be one of the most challenging activities, with many companies losing a whole quarter of productivity at review time. The emphasis continues to be on technology and measurement solutions, instead of tackling the challenge where it is hardest: changing the mindset and the quality of conversations.

The seminar draws on new research from neuroscience outlining why any kind of feedback process is so challenging, and how to do it better. We will cover issues including:

  • How to “brand” performance management in your organization
  • How to develop the right mindset within managers and their employees about performance
  • New insights for how to shift the quality of conversations
  • How to go from an annual to an “all the time” feedback model
  • Understanding the various types of feedback interventions
  • What and how to best measure to maximize new habits in managers
  • Low cost ways of embedding new habits in managers
  • Interactive Knowledge Sharing with Executive Level Human Capital Practitioners

AGENDA

 

Session/Location

Topics and Activities

General Session A: 9–10:15am Reinventing Performance Management through Neuroscience 

  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute 
  • Dr. Josh Davis, Director of Research and Lead Professor, NeuroLeadership Institute

Refreshment Break: 10:15–10:30 am 

 

10:30- 12 noon

 

NeuroLeadership Institute

  • Dr. Josh Davis, Director of Research and Lead Professor, NeuroLeadership Institute
  • Dr. Heidi Grant Halvorson, Senior Consultant and Research, NeuroLeadership Institute

12 noon–1 pm 

 Networking Luncheon

General Session C: 1–2:15 pm The Neuroscience of Quality Conversation – Part A 

  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute
  • Dr. Heidi Grant Halvorson, Senior Consultant and Research, NeuroLeadership Institute

2:15–2:30 pm

 Networking Refreshment Break

General Session D: 2:30–3:15 pm The Neuroscience of Quality Conversation – Part B  

  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute  
  • Dr. Heidi Grant Halvorson, Senior Consultant and Research, NeuroLeadership Institute

3:15–3:30 pm 

 Networking Refreshment Break

General Session E: 3:30–4:30 pm 

 

Rethink Evaluation 
  • Dr. Josh Davis,Director of Research and Lead Professor, NeuroLeadership Institute 
  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute  

4:30–5 pm

NeuroLeadership Institute 
Evaluation Request and Wrap Up: 

 

This program has been approved for 6.25 ( HR (General)) recertification credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.

Interactive Knowledge Sharing with Executive Level Human Capital Practitioners
Our Human Capital Seminars focus on the topics that matter most to you, in an intimate setting for one-to-one interactions that are necessary for advanced learning and knowledge sharing.

See which seminar topic meets your needs and sign up today!
Download the Spring Human Capital Seminar series calendar

LOCATION

The Conference Board Conference Center
845 Third Avenue
(Between 51st and 52nd Streets)
3rd Floor
New York, NY 10022
Tel 212 339 0345
Official Website: www.conferenceboard.org

Hotels Near The Conference Board Headquarters

AGENDA
JUNE 23 - 24, 2015
THE CONFERENCE BOARD

June 24, 2015

Have Traditional Performance Management Systems Failed?

Employees often dislike their company performance management process but organizations are reluctant to scrap the process as they know it. With some research indicating that only 14% of companies are happy with their performance management processes, the question is, why are most unhappy and what can be done about it?

This seminar will help you identify where on the continuum of performance management maturity your organization is and the elements needed to move it to a higher level. 

In addition, we will address the following:

  • How is your performance management process linked to the strategy of the greater business plan?
  • Is your performance management process tied to compensation? If so, what are the implications and should/can it be decoupled? 
  • Have you integrated your behavioral competencies into the performance management process? Are you finding that there is a lack of consistency on how managers and employees understand them? 
  • Are you using the results of your performance reviews to conduct forced ranking?
  • How do you measure the success of your performance management process?
     

AGENDA

 

Session/Location

Topics and Activities

9:00 – 9:10am

General Introductions, housekeeping and ground rules of the day

9:10 – 9:30am

The participants key learnings from Day One: What have the participants taken from the session with David Rock            

  • What have they tried already and how did it go
  • What might they try that they have not tried as yet and why do they want to try it

9:30 – 9:50am

During this activity each participant will be asked to share and explain the current mission of his or her performance management activity.

  • Why performance management
  • The role of performance management in your organization
  • What is working well
  • What is not working well
  • An exchange of idea among the participants
  • Conclusions drawn from the discussion

9:50 – 10:20am

The elephants in the room of performance management. An examination of how performance management historically evolved and the issues pertaining to some of the traditional aspects of the performance management content and results:

  • Discussion on what have the participants experienced regarding 360? Feedback, performance management tied to compensation and ‘forced ranking’
  • The usages of 360? Feedback: Why a development tool does not belong in the performance management discussion
  • The link between the performance review score and compensation. Should compensation be delinked or not?
  • The ‘bell curve’ A.K.A. ‘forced ranking’ why did it start and why are organization dropping it

10:20 – 10:35am

  • Morning Break

10:35am – 12:15pm

Getting the Foundations of Continuous Performance Improvement Correct

  • The central importance of building a Line of Sight for Employees: Linking the business objectives for each employee to successful execution of the strategic plan while living the values and moving towards the vision
  • Introduction to the Line of Sight model as the foundation of ensuring all employees feel a strong sense of purpose in their objectives and are providing a meaningful contribution to the organization
  • Definition of terms for common meaning: values, vision, strategic business plan, divisional / business unit objectives, team and individual goals
  • Values: defining them in terms of real behaviors
  • Differentiating between overt and covert values
  • Values alignment between individual and organization as a source of discretionary effort and the impact on engagement and productivity
  • Behavioral Competencies most often used and most frequently misunderstood
  • Identification of true behavioral competencies versus job description and outcome statements
  • How to build mutual understanding between manager and direct report on the behavioral competencies and the impact on performance management
  • How to objectively measure the intangible of a behavioral competency and why most organizations get that wrong
  • Setting meaningful expectations for the year ahead (not reviewing what has happened and can’t be changed)

12:15 – 1:00pm

Lunch break

1:00 – 2:30pm

Creating Meaningful Dialogue for Accountability as opposed to conversation or coaching

  • What differentiates dialogue from conversations
  • What interferes with honest dialogues: setting yourself up for failure.
  • Turning of the still small voice in the back of your head: the impact of small talk and the fact we have preconceived notions and how they interfere with honest understanding of one another
  • Asking the right questions not just questions. Too often the more senior the more you believe you have to have the answer. Why managers / executive shy away from only asking questions and then listening.
  • What are appreciative questions
  • The four different types of questions
  • The role of humility and humble questions

2:30 – 2:45

Afternoon Break

2:45 – 3:45pm

The Missing Piece for Continuous Performance Improvement: Consequences both positive and negative

  • What are meaningful consequences for each direct report
  • How to ask the right questions to find out how to set expectations with each individual direct report
  • Setting the expectation of the direct reports to be accountable and responsible for their own commitments.
  • How to set up that the direct report must initiate the performance improvement dialogue

3:45 – 4:45pm

A Case Study

4:45 – 5:00pm

Conclusions, closing remarks, thank you and evaluations

 

This program has been approved for 6.75 (HR (General)) recertification credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.

Interactive Knowledge Sharing with Executive Level Human Capital Practitioners
Our Human Capital Seminars focus on the topics that matter most to you, in an intimate setting for one-to-one interactions that are necessary for advanced learning and knowledge sharing.

See which seminar topic meets your needs and sign up today!
Download the Spring Human Capital Seminar series calendar

Speakers

Scheduled Speakers June 24, 2015

David Cohen
Founder and Principal Consultant
Strategic Action Group, Ltd 

June 23, 2015

Performance Management continues to be one of the most challenging activities, with many companies losing a whole quarter of productivity at review time. The emphasis continues to be on technology and measurement solutions, instead of tackling the challenge where it is hardest: changing the mindset and the quality of conversations.

The seminar draws on new research from neuroscience outlining why any kind of feedback process is so challenging, and how to do it better. We will cover issues including:

  • How to “brand” performance management in your organization
  • How to develop the right mindset within managers and their employees about performance
  • New insights for how to shift the quality of conversations
  • How to go from an annual to an “all the time” feedback model
  • Understanding the various types of feedback interventions
  • What and how to best measure to maximize new habits in managers
  • Low cost ways of embedding new habits in managers
  • Interactive Knowledge Sharing with Executive Level Human Capital Practitioners

AGENDA

 

Session/Location

Topics and Activities

General Session A: 9–10:15am Reinventing Performance Management through Neuroscience 

  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute 
  • Dr. Josh Davis, Director of Research and Lead Professor, NeuroLeadership Institute

Refreshment Break: 10:15–10:30 am 

 

10:30- 12 noon

 

NeuroLeadership Institute

  • Dr. Josh Davis, Director of Research and Lead Professor, NeuroLeadership Institute
  • Dr. Heidi Grant Halvorson, Senior Consultant and Research, NeuroLeadership Institute

12 noon–1 pm 

 Networking Luncheon

General Session C: 1–2:15 pm The Neuroscience of Quality Conversation – Part A 

  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute
  • Dr. Heidi Grant Halvorson, Senior Consultant and Research, NeuroLeadership Institute

2:15–2:30 pm

 Networking Refreshment Break

General Session D: 2:30–3:15 pm The Neuroscience of Quality Conversation – Part B  

  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute  
  • Dr. Heidi Grant Halvorson, Senior Consultant and Research, NeuroLeadership Institute

3:15–3:30 pm 

 Networking Refreshment Break

General Session E: 3:30–4:30 pm 

 

Rethink Evaluation 
  • Dr. Josh Davis,Director of Research and Lead Professor, NeuroLeadership Institute 
  • Beth Jones, Lead Consultant & Engagement Manager; Head of Performance Management Practice, NeuroLeadership Institute  

4:30–5 pm

NeuroLeadership Institute 
Evaluation Request and Wrap Up: 

 

This program has been approved for 6.25 ( HR (General)) recertification credit hours toward PHR, SPHR and GPHR recertification through the HR Certification Institute. For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.

Interactive Knowledge Sharing with Executive Level Human Capital Practitioners
Our Human Capital Seminars focus on the topics that matter most to you, in an intimate setting for one-to-one interactions that are necessary for advanced learning and knowledge sharing.

See which seminar topic meets your needs and sign up today!
Download the Spring Human Capital Seminar series calendar

Josh Davis, Director of Research and Lead Professor , NeuroLeadership Group

Beth Jones, Lead Consultant & Engagement Manager, NeuroLeadership Group

Heidi Grant Halvorson, Senior Consultant and Researcher , NeuroLeadership Group

David Cohen, Founder and Senior Consultant, Strategic Action Group, Ltd.