Mentoring usually takes place between someone with experience and someone who needs advice and training in specific areas. Starting the process of mentoring duos sometimes skip the step where they talk about how we agree to go through this process together. What is important to you? What is important to me? What can each of us commit to in order for this to work well for both of us?
This free template below helps you to structure a conversation around what the mentor and mentee specifically agree to commit to. How many hours per month/quarter would we like to spend talking through specific topics?
Feel free to add additional items which would be important to discuss during the first meeting when you (mentor and mentee) agree on how to proceed. This kind of discussion may seem unnecessary, but covering these items upfront can save a lot of disappointment and misunderstandings later when items you might have imagined would be obviously included in your mentoring agreement vary from what the other person may have thought. It is not a contractual agreement as much as it is a summary of what you do or don’t want to commit to for the duration of the mentoring relationship.
When it comes to time commitments, it is also advisable to agree for the mentoring process to have a set time period – 12 months or 18 months. And when that time comes, review what has been achieved and learned and whether it makes sense to continue the mentoring relationship or to agree to end it at that time.
The full template can be downloaded below – it is a *.pdf file and it can be imported into MSWord for edits.
This post assumes a few starting points. For one, it assumes that you have a few leaders whom you would like to develop using a few specific developmental areas. When you review this example, you will notice that the areas shown here are typically associated with development of first-time or mid-level leaders. This example can help you take your own leadership development ideas a step further by defining specific steps, and processes which would make it easier to communicate your vision to stakeholders at your company – offering a well-considered program that includes all the elements that are important to developing leaders, their managers, executives considering succession planning, and also new recruits with dreams of building a great career at your company.
Which observable outcomes – behaviors – are important for successful leaders to display at your company? Can you define this per competency? Understanding what exact outcomes that your program strives to achieve makes it easier to select the right people for the program (those with development needs in these areas), evaluate the progress of developing leaders in your program (learning to lead with desirable behaviors), and also to understand where specific leaders may need more support with their own personal development plans.
Here is an example of defined outcomes and you will notice the columns to the right have spaces to insert names of possible program candidates. This would be a way to consider nominations when they are discussed by the program committee to decide on the next intake of leaders for the rotational assignment program.
Governance & Structure
Before you start to implement your ideas, take a moment to consider who are the key participants and stakeholders in this program? And have you thought of how you need to support each stakeholder’s needs and prepare them for their expected participation?
Basic processes would include:
Selection (nominations could be an additional process if you would not pre-select possible candidates using seniority or other criteria) – on what basis will multiple raters who know candidates propose and support nominated candidates?
Performance evaluation process – before the program starts and also at key stages during and at the end of each assignment.
Promotions and salary increase eview processes for program participants – checking thatyou are at least paying them at or above local market rates to ensure you are not endangering their retention.
Mentoring process for the benefit of participants – supporting developmental goals.
Performance feedback process to participants and the oversight committee in general.
Orientation process for managers whom program participants would report to during their rotational assignments.
Executive Sponsor for the program
It is important to understand who would be the sponsor at the executive level – involved in ensuring that the program meets strategic objectives and delivers on the agreed benefits. These would be the reasons why the program would be approved for funding and resource allocation like for example a program coordinator etc. Build a relationship with this stakeholder and ensure that he/she has all the information needed to feel comfortable with the progress you are making with the implementation or maintenance of the program on an ongoing basis.
This may be a group of operational leaders, some group support (functional) leaders, and perhaps a mentor or two. The oversight committee may also be involved in the nomination and/or selection of participants and may also be a part of the audience when program participants are asked to conduct presentations about their projects as part of the program, The oversight committee might also at least annually evaluate possible risks to success and may suggest mitigating actions or improvements to avoid or manage risks to successful outcomes of the program.
If you have dedicated internal and/or external mentors meeting with program participants on a regular basis it would be important to involve them by giving them an understanding of the strategic and operational expectations of the program. They would also need to be familiar with the measures of success and how they are defined and evaluated. The success of developing leaders would be very reliant on this group of people offering key support to them. For this reason, mentors should also be asked for (at least) annual feedback on their experiences as mentors and be able to share improvement suggestions and possible risks that need further consideration and action. Mentors should also be able to informally meet with the program manager to monitor program outcomes – understanding how the program is progressing in terms of outcomes achieved, number of development goals closed, number of participants being mentored, number of successful placements in higher roles for those coming out of the program, etc.
Managers of participants
There are aspects of a rotational program that differ from someone having a new team member to support departmental or divisional performance objectives. While the expectation is that these managers would invest their time and resources to accelerate the learning of participating leaders, these program participants will be expected to leave the managers’ groups at the end of the assignment. This concept may be challenged on a regular basis and common arguments include program particianpts being instrumental to maintaining successful client relationships (the client asked for him/her to be on the next project) and how their departures may pose risks to current projects (without his/her key knowledge on this project we cannot guarantee successful outcomes). Such issues would need to be resolved and escalated as needed to avoid participants getting stuck on one rotation.
Not everyone considered to have the ability to function at higher leadership levels aspires to those outcomes. It is important to understand the drivers, ambition, and engagement of each participant being considered for participation in the rotational development assignment program. This, on top of his/her performance and development needs being identified and documented in a development plan. . Once a program participant has been confirmed the communication process starts including the next steps, the program contents and objectives, the processes, and what would be required from him/her while on the rotational assignment program. Being introduced to those who are involved in the process would also be important – the new manager for the duration of an assignment and the assigned mentor would be two important links to make. Ensure a feedback loop to understand the success and risks of the program seen from the eyes and experience of program participants.
In this example, the annual processes are relatively simple and include an annual intake of new participants, formal communications, obtaining feedback from key stakeholders, presentation by participants about projects they worked on, and talent review discussions on the development of each leader in relation to succession planning objectives and strategies.
In general, rotational roles fall into these four categories (see graphic below).
Commercial roles could include sales support, marketing, external communications and sometimes includes roles that have direct interfacing with key customers – account roles. A key objective of commercial roles would be to ensure participants understand how money is made, reported, and the levers which could improve profitability, and the processes that are involved in converting operational success to money in the bank. This rotational assignment also provides an understanding of the level of customer satisfaction and where clients would like to see improvements or innovations. For more senior roles in a commercial function, the development objective could include understanding risks and opportunities and establishing a high-level plan to address both with internal initiatives and even external solutions like a merger or acquisition to address challenges and risks to customer satisfaction and the ability to deliver on customer expectations – given observed and expected changes in the marketplace, competitor offerings, etc.
Operational roles usually offer the ability to understand the daily activities and decisions which could lead to meeting or missing operational outcomes. This usually relates to impacts to the Profit and Loss Statements of a company. In these kinds of rotational assignment roles, participants learn to understand the challenges that project teams experience in delivering products or services that are attractive in the marketplace. They also learn how operational delivery can lead to optimal profitability. Concepts like LEAN, Circular economy, and agile are often concepts that are learned during assignments in operational roles.
Strategic roles are often assigned at one of the larger offices or to shadow a senior or executive leader involved in strategic projects and initiatives. During this assignment participants usually learn more about risk management, organizational strategies, and projects. Sometimes they could be involved in supporting due diligence activities for a possible merger or acquisition and may be exposed to considerations regarding organizational structure changes or changes to the legal structure of a company. During these assignments, participants understand how the company evaluates its internal and external strengths and opportunities along with possible organizational weaknesses and risks. In that landscape, the company will set strategies in motion to improve its competitiveness, its financial outcomes (P&L, Cashflow and/or balance sheet), and its ability to outmaneuver the competition in key areas. This could be as a result of acquiring and/or launching new innovative solutions or getting closer to the customers and how customers’ wishes are being met.
GroupSupport roles are often either in Human Resources or possibly in Procurement or any other group support (functional leadership) role where that specific participant can learn to more fully understand the challenges of balancing the needs of its shareholders, customers, employees, and supply chain partners.
How to start
Putting together a Rotational Assignment Program can take some time during the early stages and it would be very important to understand the strategic needs and objectives of the company when it comes to succession planning and key skills needed by the leaders of tomorrow. Talk to as many possible stakeholders as you can to build a successful business case and change plan addressing all concerns and needs of key stakeholders in the success of the rotational assignment plan. Talk to experts who have developed a program like this to garner any tips regarding pitfalls that they needed to navigate. Finally, commit to continue learning as you go. Get feedback and act on it and use the data gathered to drive continuous improvement activities. Use the feedback to ensure the program continues to deliver outstanding benefits in a fast-changing world which impacts your ability to attract and retain key talent on a continuous basis.
Useful posts to help with the preparation and communication of stretch/developmental assignments:
One of the key reasons that companies lose new hires with some experience is that they fail to support these new hires adequately during their first few months. In some companies, it can be quite hard to understand how things work there, how to fit in and be successful, feel valued and included. Having a written onboarding plan from the start is a great way to bring more clarity to the person and also help them understand expectations during the crucial early months in their new roles in the new company.
The onboarding plan can be written as early as during the recruitment process. In one best-case scenario, it was shared with a senior executive right after his interview with the CEO. It was such an unexpected and appreciated action that the executive commented how refreshing he found the transparency and it made him see the hiring company as head-and-shoulders above the competition which led to him accepting the offer and joining the company a few months later.
While the plan can help clarify the set-up and structure for a new hire, it is important to set up review meetings with the newly hired managers or key hires. In some cases, reviews with an HRBP could be useful to understand for example how performance management is organized and how the process works. Such review moments could also clarify talent development programs and processes, which is useful to know for the new hire regarding his/her own career but also for helping the new hire manage the development actions for those who report to him/her.
Review meetings with the manager that the new hire reports to could help identify priorities and understand where to connect with more people or build additional internal or external relationships. The manager can also answer questions about activities planned to ensure desired outcomes are achieved after 30-days, 60-days, and 90-days as captured in the onboarding plan.
The people side of success
The template captures not only the tasks and activities needed to succeed in a new role but also identifies people with whom to build relationships. These are important relationships and contacts that the new hire would need to establish and maintain to ensure his/her success in the long run. They could be key client contact personnel or contacts from key suppliers or subcontractors. They could also be internal – people who know how things work and who can advise on the best course of action to get something done at that company.
And it is also important to identify people who can be trusted to keep things to themselves and who could advise on who to talk to before moving in specific directions for changes the new hire would like to implement. Either the HR Director/HRBP or the new hire’s manager may be helpful to identify who those contacts may be.
Note that confidants or advisors may also be external people such as professional coaches or consultants.
While it is important from a company’s perspective to ensure key new hires are provided with onboarding plans, completing the details and setting priorities to accomplish the outcomes defined in the plan lie with the new hire. The success of the new hire is only partially dependent on helping him/her get up to speed faster by having review meetings and an onboarding plan and giving him or her access to professional helpers and advisors. The new hire remains accountable for his or her own performance and following through on the items recorded in the onboarding plan.
When both the process of onboarding works well and the new hire holds himself/herself accountable for the outcomes produced, the risks of failure due to onboarding gaps are lowered and retention success is more likely in the medium to long term!
Useful posts for new employee/ new manager onboarding and orientations :
Staged Promotions – Accelerate role-readiness using focused development with check-ins
Leaders are not always ready the moment you need them to step into a new role. An inexperienced leader can increase risks in continued customer satisfaction, operational / execution risks, and employee satisfaction and retention. Using a a staged promotion could be a way to mitigate risks, while ensuring that leadership development is accelerated and monitored with defined targets on knowledge gained and skills and competencies gained during each period within a specified timeline.
Process and Timeline
The graphic below outlines the process and shows an example of running the process over a 9-month period. The duration of such a process can vary but watch out for making the period too long – longer than 12 months. It can lead to process fatigue and demotivation of the leader. It is important that the process starts with an orientation to ensure the leader understands how the process will work and what is on the other side of the development period. The leader should be clear on what he/she is signing up for.
Defined learning path
During the development period, there needs to be a few concrete check-in points whereby the leader is demonstrating knowledge, skills and insights gathered and learned over the period. Instead of making the check-in points being general discussions, it is useful to select a few key focus areas for a presentation to be delivered at the end of each of the development periods.
Each check-in event needs to result in specific feedback being captured and shared with the developing leader. The feedback helps him/her to further focus and improve on their learning approach for the remaining learning periods.
The final check-in is usually the final decision-point where the executives present are willing to confirm the promotion of the leader – ending the interim nature of the assignment.
The example below shows how a project or facility leader can be assigned specific areas to learn about over the 9-month period. Each of the areas are important for the normal day-to-day activities of the developing leader and the focus simply means nothing is missed in helping the leader perform well in the role in future. It helps to include the strategic and the “why” part of a role since a new role is often mostly or mainly about the “what” to get done.
The orientation step which helps the leader understand the design of the development path, the role he or she has and also how to ensure his/her own success making use of available internal and external development resources. Before the orientation session, a leader has typically already understood from his/her manager that they are offered the development opportunity on an interim basis and the leader has agreed to proceed. The leader also needs to know what happens if he/she does not succeed at the end? Will they get a different assignment and what might that be?
Preparing the executives before the check-in events (when check-in events are set up to be a presentation followed by questions and answers). Executives need to understand the design of the development path, the purpose of the focus areas, the development needs of the leader and how they are to capture their feedback to be presented back to the leader after the event.
Feedback to the leader should be specific and be a balance of activities that are good to maintain, which ones to develop further and which ones to start or stop going forward. Specific examples of desirable behaviors or results should be highlighted. A discussion on risk identification and management may also be useful to help the developing leader understand how to adjust own focus to best mitigate and manage risks associated with own development as a leader as well as risks associated with the role..
This process is very useful to help a leader understand what the new role would include when they are meeting all expectations of stakeholders. A leader who feels uncomfortable meeting all those expectations will typically ask to be taken off the development path before the end having realize it is not for him or her. And this allows for re-assignment and solving the leadership vacancy in a different way.
Listening to a presentation by the leader on the assigned topics goes a long way towards providing executives with a sense of comfort (or alarm!) in terms of what can be expected from this leader in this role going forward. While these check-in points should not be the only determinant of how the leader is performing in the new role or estimating future behavior, it is a great way to understand the reasoning a leader applies in making business determinations and decisions and how the leader approach problem-solving when faced with adverse situations.
Before Covid most companies with international interests had several people flying and traveling to other offices and locations to attend meetings, lead initiatives, or train others. While most of us have pretty much remained “grounded” in our countries without the option to travel, company activities continued (as far as it was possible). Something seems more obvious now than perhaps in 2019: We are getting pretty good at training, meeting and mentoring remotely using technology and internet connections. Yet, when we can, will we continue previous practices of sending our leaders and experts to remote locations on a regular basis like we did before? It is said that Ireland lowered carbon emissions by at least 6% during 2020 and some companies have seen business travel costs more than halved over 2020!
Some challenges that companies try to address by flying in leaders and experts from HQ:
We do not have people in all locations with the right experience and skills and HQ experts are needed to support local teams on a regular basis.
We are not exactly sure what the true status of projects are and we would feel more comfortable having one of our trusted staff regularly visit remote locations.
We are not sure that local people understand our strategies and truly commit to realizing performance targets, which means someone needs to visit with them on a regular basis to ensure they do understand our strategies and then review with them how their efforts support these.
We are finding it tough to source local people with the right skills and experiences and those we can find are too expensive in terms of compensation expectations.
The local people speak a different language and their English language skills are not great, which makes it hard to know for sure what they are trying to convey during our calls. We need to see the project/work to understand more clearly what is really happening there.
The local people may not be forthcoming with bad news relating to projects in remote locations and they may possibly favor being cordial over risking our dismay.
The list is not exhaustive, but it does highlight some of the opportunities to find better ways going forward to avoid going back to the level of business travel we previously considered normal.
The term Glocal means to Think Global and Act Local and it is said that Akio Morita of Sony Corporation was the first person to use the term which became popular in the business world in the 1990s. How to think about the big picture and over-arching strategies goals and still be sensitive to local conditions and needs when you implement those big picture ideas? A balance would have to be created and it would be an ever-adjusting type of balance which is not fixed in place. To incorporate (for example) shifts in local legislation or new diversification strategies from HQ. Finding a way to keep this balance in place may lower the need to return to pre-covid business travel levels.
There are at least three ways to address this:
Focus leadership development in a few key areas,
Better teams – adjusting selection and development of staff, and
Better use of technology – making more use of technologies to facilitate remote collaboration.
Having the judgment, problem-solving and decision-making skills to navigate in the space where one has to constantly balance global strategies and goals with local situations and conditions means leaders have to be comfortable with ambiguity, be constantly on the look-out and actively engaged in learning new skills and understanding how others have succeeded or failed in addressing what lies before the leader. Learning how to proactively include all team members including those who are “different” and to do this successfully leaders at HQ and remote locations need to understand their own biases and stereotyping. This will ensure that the skills of the entire team is leveraged in achieving performance goals. Lastly, leaders also need to have the ability to easily shift their perspective from global thinking to local acting and back in order to maintain the balance needed for the decision they need to make at that moment.
Working on a diverse team with some team members in remote locations is something we have learned to do successfully over the last year. And this new skill has brought opportunities to get better results through teamwork without having to be present in an office or with the entire team. Will we ask – does this person have to be in the office every day of the week? Or will we consider hiring talent where we find it without feeling he or she needs to be relocated to HQ in order to be an effective member of our team?
To help existing teams be more inclusive and effective some specific or additional training may be needed around diversity. This training can include developing an improved understanding of cultural differences and perspective differences (for example among provinces or states in a country). It often comes down to increasing awareness of own biases and stereotypes that may have settled in our perspectives about groups of people who are very different from our own backgrounds.
Recruiters and hiring managers also have to start including additional skills in requisitions to fill vacancies. Skills like additional language skills – not only English – experience such as having lived and/or worked in a country other than their home countries.
When creating teams to work on performance improvement projects (action teams) – why not include people from different functions, locations and cultures on the team? It is a great way to increase your internal network of employees collaborating and communicating across locations.
All of these aspects can help a team become more global-minded and inclusive while making smarter choices working on local projects which impact broader strategies or targets in the company.
In addition to tools for video-conferencing, there are tools which can help monitor progress or quality without having to travel to a location.
1. Hololens2: click this link to see short video of what it can do across various industries – there are ways for clients and HQ personnel to connect with someone using this technology at a remote location.
2. Realwear: click this link to see a short video of how it can be used to get input and advice from a person located remotely.
3. Some locations use drones to get an understanding of general progress on large construction projects and provide overall updates to managers at HQ. Drones can also be used to inspect hard-to-reach places safely.
4. Use a centralized electronic storage solution for files meaning all local files can easily be viewed from remote locations without needing to travel to a site.
While working smarter in these ways is also a way to lower pre-covid GHG and carbon emissions, many employees appreciate the flexibility of remote working options and combined with lower business travel needs it adds to having a better work-life balance. The amount of quality time spent with families and friends has also increased for most. All of which adds greatly to employee well-being. Looking for ways to leverage what we have learned by having to work remotely during 2020 can benefit companies and employees in greater ways than we may be able to realize now.
Have your review meetings for a process or a policy document turned into a low-value event where tons of slides are being shown and no real discussion takes place? Do you feel confident about the outcomes from your review meetings? What if you had a way to make the review meetings more structured and action-oriented, making sure everyone is engaged?
This activity will help you do that!
When your review meetings succeed they…
Result in improvements and updates that ensure your plan/policy is fit-for-purpose and comply with most recent business and legal requirements,
Make sure your plan/policy, in addition to fully complying with most recent legal and government requirements, also align with your company’s strategies,
Engage all stakeholders making sure every one of them has an opportunity to suggest ways to improve the policy/plan to better meet business needs and concerns, and
Enable you to get through internal and external audits with confidence.
Divide your meeting participants into two groups and give each group a preparation assignment – Team Blue and Team Red. They are to arrive at the meeting, prepared to either defend or criticize the existing plan or policy and underpin their points with solid arguments based on research (doing homework before the meeting).
The blue team has the assignment to identify fact-based reasons why the existing plan or policy is fit-for-purpose, compliant, and good enough as it is today. While the red team has the assignment to research and come prepared to point out specific areas or aspects where the current plan or policy fails to address specific issues or factors.
Each of the teams prepare before attending the meeting. The blue team will prepare in this way:
And preparation by the red time includes:
Members from each team bring their notes to the review meeting – prepared to substantiate their claims based on their pre-meeting homework assignments.
After the meeting has been opened, objectives shared and the process discussed, the review process follows these steps:
The Blue team summarizes the high-level benefits and explains how the current version of the document/policy is fit-for-purpose vs over-the-top in terms of mitigating, avoiding or managing risks associated with why the document/policy was originally created. (10 mins)
The Red team then gets 10 minutes to summarize risks or changes to laws, which means that the current policy or document is not currently fit-for-purpose. They may comment on some aspects raised by the Blue Team too.
The Blue team gets 10 – 15 mins to make their final statements: responding to anything specific that was mentioned by the Red team and also adding to any additional points related to key items they had mentioned during their opening summary. They would make specific mention of aspects that are strongly beneficial and need to remain in the policy/document.
The Red team then makes their final statements in 10 – 15 mins. They would especially summarize key gaps between the current policy/document and aspects that would need to be addressed in the next version.
The final part of the meeting consists of all meeting participants discussing and summarizing improvements that would be needed to the next version of the policy/document. In the process, they may assign various meeting participants to do additional research, align with stakeholders not present at the meeting, and/or write the updates or additional segments to add to the current policy/document.
An additional meeting may be needed to check-in on progress and finalize the updates that have been agreed upon.
Do not run this with groups larger than 15 people. It would lead to a longer meeting and some people feeling less involved and engaged.
Be sure to state that the meeting is to take no more than 1 hour. If the process is followed for too long a period, it waters down the intent – focus – and gets more into minute details which are often best dealt with in post-meeting assignments.
Be sure to assign someone to be the time-keeper to keep an eye on the process – ensuring the meeting stays focused on the agreed approach and time-commitment. And be sure to note the path forward actions to help the designated coordinator with follow-up actions and close-out activities.
In general, this interactive approach to review meetings leaves participants much more energized and positive about meeting outcomes.
Employees and Company Boards want the same thing – they want clarity around what you expect from employees, want feedback on how it is going from an outcomes perspective and want to know the steps you will take to fix it, in case outcomes are less than expected.
Most companies use a Balanced Scorecard approach whereby specific performance metrics in key performance or result areas from company strategies are used to set and monitor performance expectations into the company from the most senior roles to the most junior roles.
The benefits of this approach are numerous… for one you can get a good understanding of how well things are going with implementing your strategies in the company, you can make sure that all the initiatives being worked on relate to the strategy, identify organizational units or individual where things are going well or not so well – which mean you can provide support in the form of training for example. A balanced scorecard also helps to ensure you have organizational alignment where it is clear to every employee how he/she impacts the overall results of the company. And when an employee sees his or her own goals, it is easy for him/her to understand what exactly the company strategy and desired outcomes are about in a practical way.
Strategic Performance Areas
Having a cheat-sheet to get started may be useful…Performance Indicators can be set in many different areas. This list shows a few examples which may be handy as you read your own strategy and select the top performance areas that need to be impacted in your upcoming performance period.
In most cases 5 key performance areas would be chosen to balance current operations, growth goals, keeping current stakeholders satisfied and continuing to improve and innovate. e.g: 1) Financial outcome(s), 2) Quality outcome(s), 3) Customer satisfaction outcome(s), 4) Improving upon performance and efficiencies of previous years, and 5) Employee (leaders/specialists?) development and or retention outcomes.
Let’s look at some specific KPIs and how they may translate into performance expectations into the organization. From high organizational levels deeper into the organization the goals become more specific to an individuals’ tasks and activities. In contrast, the goals of managers are typically focused on their ability to influence and lead the outcomes of teams or groups reporting into him or her. Managers ensure that things happen while in most cases the deeper you go into the organization, the more you see performance goals are based on the individual’s efforts to achieve an outcome.
Performance goals typically come in various types of outcomes based on how your KPI would require the right response to meet the company strategy.
Starting with the company’s strategy (at the highest level) the CEO or executive team can easily identify the top 4 to 7 Performance Areas where focus is needed to drive outcomes needed in the coming year. From there the heads of functions or organizational units can identify what that means for each of their organizations. Then performance goals for each organizational unit manager can be determined . And the same process cascades down until performance goals have been set for everyone at the company. All of the goals finally relate to a big-picture framework of KPIs at the top level of the organization.
Most performance expectations are set as SMART goals and each employee would typically end up with between 3 and 7 (max) performance goals for the year.
The graphic below shows how at individual level the goal may be a specific part of the overall KPI but when it is all “rolled-up” organizationally the full organizational KPI can be achieved in full by all employees contributing to the desired outcome. Not every organization group or unit might support every high-level KPI. Think for example of an organizational unit responsible for the upkeep of facilities, there may not be direct goals that relate to revenue growth for that group.
Note Goal E: It does not relegate to a KPI at the broader organizational level. This happens often – for example that a functional organization has a specific focus which may not directly relate to the KPIs that were set on a company-wide basis. That could be something like finalize implementation of a digital tool which enables better efficiency the following year. If there are no high-level KPIs related to improving on existing performance/efficiency, Goal E would not have a direct link to the overall high-level KPIs set. For this reason, it is important to set the high-level KPIs in a broad and balanced way to ensure that most goals that would be important at a level deeper into the organization to maintain or improve a specific level of efficiency or service delivery can be matched with the high-level need for renewal or continuous improvement. Some companies do not think broader than revenue or growth goals.
It is important for managers to monitor outcomes along the way – do not wait until the end of the year to discover that outcomes were not trending in the right direction. Spotting issues or delays early means you can rectify or influence rectification of the situation. Give employees feedback throughout the year – make them aware of outcomes that deviate from desired outcomes, train and coach them to improve outcomes that they are responsible for and give them on-the-job coaching and support when they are inexperienced in specific areas. Every outcome matters and contributes to the overall outcome.
Evaluating outcomes and discussing those with employees is the next step. This step also includes looking at relative performance outcomes among various organizational units and overall outcomes. This can lead to an improved understanding of where further improvements may be needed. Improvements can range from awareness training, making more information available, helping to upskill or cross-skill employees in various areas. It may also lead to understand misalignment with what suppliers can or are delivering or misalignment between customer expectations and what operations is able to deliver right now.
Use what you learn from discussing performance outcomes to influence future performance outcomes and support that might be needed for the next year.
In the final outcome of the performance period you will have individual scores that relate to individual performance. When you look one level higher you see the contributions of various employees in the same organizational unit and how each of them did on their own performance goals. If the goals were created to be an exact match – between goals set for the manager and those set for those reporting to the manager – the aggregate outcome of the team would determine the manager’s score.
Knowing what we know now, were these realistic expectations or do we need to first solve some key issues before we can make more progress in this area?
Do people need more training to make sure they are able to perform in new areas or with new outcomes (such as new markets or types of customers)?
Is this area so specialized that we need to hire some people with the specialized knowledge or experience that this team needs?
Most companies are on a learning path when it comes to their own performance management process and approach. If you are just starting, do expect it to be a journey and make sure you allow space for reviewing, reflecting and learning as you go. It may lead you to make adjustments to your strategy or the way the organization is structured, to name but a few ways that on-going organizational learning can benefit the greater organization.
Ultimately the goal of your performance management approach is to measure how much the efforts of those in the organization are helping you achieve your goals as a company, where are hidden barriers to succeeding with your organizational strategies and where are opportunities to accelerate results if you leverage great ideas and tools developed in any part of the organization. This makes your company sustainable into the future. Viable today and into the future by continuously evolving, learning and innovating without losing focus of the basic outcomes needed to drive profitability on an on-going basis.
What if a valued customer wants you to do a project or support them from a new location where you do not currently have an office? Yes, research will be needed! But there are so many things that may be important, where would you start? This resource I am sharing is a handy starter-list for the research that HR is often expected to do.
The topics covered in the attached checklist include the following areas:
And in each case, the checklist contains the aspect to the left and leaves you some space to jot down notes pertaining to your company and your plans. (See example below) That way you can quickly create your next-step plans following your research.
Some points to ponder:
Trying to answer the question about how much to pay employees you plan to relocate to the new office – calculate their entire package before you start. Add in all benefits they are getting which may not be cash in their hands i.e. health insurance, pension contributions by the company etc. Considering the full package is the starting point, not the annual salary only.
Look for local tax breaks that may be available to those you plan to relocate. In some countries they may be able to pay lower personal taxes.
If the local language is neither English nor the language spoken at the office your planned expats work now – how can you help them learn the new language? Even if all business is conducted in one language, the planned expats would need to set up their lives locally including trips to the supermarket, making local friends, and finding local information online. Being able to understand some basic words or say some basic phrases in the local language could be very valuable as they get settled there.
How can you minimize the carbon footprint of that new location? Limiting flights in and out of that new office and only placing expats there when the work cannot be done remotely or using modern tools and platforms to accomplish business objectives and outcomes.
The shared resource above is a starter-list and may not include all the aspects you need to look at before mobilizing. It is a great tool for doing a high-level review of a location under consideration for a new office or site.
While you can find a lot of the information you need online, I strongly recommend engaging with recognized experts in establishing operations abroad. Laws change, new trends emerge which have not yet made it into laws and websites are not always updated in a timeous fashion. So do your own research (using the checklist above) to understand the “lay of the land”. If you want to go further, engage with experts who may be able to advise on additional aspects and possible solutions which you may have missed in your own first-pass research efforts.
Not shareholders – they are the ones who own shares in the company. Stakeholders are those groups of people who have a keen interest in the initiative or process that you are working on. It could be because your success or your failure will impact their groups or processes in their groups. It could also be because your initiative could generate risks which they would like to keep an eye on. For some reason, these people or groups care more than the average person or employee about the initiative that you are working on.
It is therefore smart to understand who they are and secondly to understand why they care so much about this initiative. And as a result of what you learn, you can plan to keep them happy and informed. If you don’t, you risk them blocking or stalling progress on your initiative, or (if in executive levels) they may put another person in place to supervise you to make sure their interests are well-managed and protected.
For your success as a project manager of an initiative – find out who the stakeholders are, find out what they need and make sure you meet their needs!
Find out who they are
Which groups have processes that overlap or connect to processes you are managing? Who are the receivers or end-users of what you are creating? Answers to these questions could help you start your list of stakeholders.
Start outside your organizations – are there any authorities, special interest groups, communities, clients, suppliers who are somehow connected to the product or service that you are providing? They may be stakeholders!
Look at the high-level organization chart of your company. Do any of the groups you see contribute to, receive outcomes, or participate in key processes you are managing? If so, add them to your stakeholder list.
Look for individuals at management levels who may need to give others updates on your project or processes you manage. They may also be stakeholders.
What do they care about?
Once you have your list of stakeholders with their titles and even down to name level. It is time to validate their interest in your project or process.
What they need:
Why would they care about the outcomes of your process or the way you run the project? Do they need information for their role or group? Or do they use the outcomes from your project somehow?
What they want to avoid:
What outcomes or messages would each of the identified stakeholders want to avoid? Think of anything that would cause them to have to do extra work or have to explain unsatisfactory results.
Make a plan
Use the template below to document a plan that you follow throughout the year to ensure each of your stakeholder groups receive required data, updates or opportunities to provide input or suggestions to your project on a regular basis.
Check-in on a regular basis with your stakeholders whether it is a quarterly survey or a personal call from you. Make sure that you have not missed anything they need to know or be informed about and make sure that they are not dealing with rising frustration due to a lack of updates or output from your team!
Learning how to manage the expectations of stakeholders on an initiative is a great way to learn new skills which will become important as you get promoted to take on more responsibilities. People at higher levels in any organization succeed by keeping aligned with a lot of different personalities and groups and they do this by understanding the needs and concerns of these other parties and then managing that (in a similar way as managing stakeholder expectations) on an ongoing basis.
Need to provide a training workshop for managers on how to conduct job interviews? The slides I am sharing today can help you with that. You can turn it into an interactive online event or you can use it to create a face-to-face workshop. You could even turn it into a standalone training video if you provide your own voice-over to explain the various points further.
Remember, it is not a good idea to start with the slides and then just blindly using them for a workshop or other learning solutions without first considering the needs of your own intended training participants, interview process, etc.
Designing an Interview Training Workshop, use these steps as a guide:
Define the group of people who are the intended participants in your training workshop – what do they know, what do they need to know, (if they have done interviews already) what goes wrong, what goes right when they have done interviews in the past? What does all of that mean for what you need to accomplish with this workshop?
Define an overview of what you intend them to know and be able to do after the workshop. (You can only do so much during a workshop so be realistic on what the outcomes might be).
Define what will be included in further detail and exercises during the workshop (bullet points should help you further) in order to meet the goal(s) you have set in point 2 for the group you have defined in point 1.
Set a date when the workshop will be made available so you can remain focused on deadlines that help to meet that date.
Start working on the next level of detail – Consider that you may want to do a combination of training solutions like assigning some online training before they come to the workshop to cover some knowledge you want them all to have at the start of the workshop. Also, work out your bullet points into a “storyline” that logically structures the sequence of topics to be covered and exercises you will use to help build competency in using specific tools or approaches.
Use the slides I have attached for download (above). Using your answers to the points above – maybe you need ideas about how information can be sequenced? See if any of the sections in the slide deck help you fill in some of your planned learning areas. Maybe some of the exercises could be useful for your workshop?
A friend of mine always says (in Dutch) – you can better creatively borrow ideas from others than come up with something yourself, which is lesser. So use this slide deck, and borrow ideas from it to get your budding Interview Training Workshop to the next level!