Evaluering av medarbeidere og lag

Transkript

1 Evaluering av medarbeidere og lag hvordan sikre utvikling og prestasjoner. Siri Bentsen Senior Advisor, Statoil

2 Keep it simple Acquisition of knowledge is simplified by seeking basic principles. But it comes with a risk Art: Jan Lens Kilde: Basic principles of chemistry, Sienko and Plane, McGraw-Hill, 1974

3 .in a dizzyingly complex world Experts and specialists lead you quickly into chaos. They are a source of useless nit picking, the ferocious quibble over a comma. The generalist, on the other hand, should bring to decision-making a healthy common sense. There s no real mystery about this at the moment. This is what we want now. It may prove wrong later, but we ll correct that when we come to it. Ask yourself: Now what is this thing doing? The Mentat Handbook, Dune, Frank Herbert

4 What drives performance?

5 Weakening Strengthening Research summary: Performance management effects on business value Ambitious goals - continually raising the bar All understanding the performance standards Link from company goals to people goals Leaders knowledgeable about performance Fairness and accuracy of feedback and reward Celebrating performance strengths Promotion of trust and openness Monetary incentives is motivating for some people, particularly in high competitive environments Taking risk by stretch assignments Giving people opportunity to work on the things they do best Giving opportunity to identify strengths that people can develop further Giving feedback that helps employees do their jobs better Make it possible to measure relative improvements People reluctant to take on hairy goals Not honest and not sustainable result reports Large resources needed to maintain it and ensure consistency Monetary incentives is not motivating for all people, particularly not in high innovation environments More focus on measuring the history than creating growth Demand high leadership skills on feedback and coaching Can create a knowledge herding environment Focusing more on gaps than building on strengths Reward and motivation Growth and development

6 Bønn til ledere Fortell meg hva du forventer av meg Gi meg veiledning underveis Hjelp meg når jeg trenger det Gi meg ærlig tilbakemelding Belønn meg rettferdig

7 What drives performance in Statoil? People who believe in the goals and purpose of their company and care about how it is done who have room to act and perform who understand their roles in the big picture and what is expected of them who have opportunity to work on the things they do best and take on challenging tasks Working together with high performing leaders and peers who set ambitious goals continuously raising the bar who give fair, accurate and actionable feedback and reward on performance who celebrate performance strengths who share knowledge in an atmosphere of trust and openness

8 Incentives - Fairness Purpose Autonomy - Mastery

9 Purpose

10 Performance culture in Statoil

11 How we deliver At Statoil, the way we deliver is as important as what we deliver Firm commitment to health, safety and the environment Our values guide us and drive our performance Stringent ethical requirements and code of conduct We embrace an open and including leadership style Statoil leaders have impact and deliver sustainable results

12 What we deliver At Statoil, the way we deliver is as important as what we deliver

13 Our performance process A values based performance culture.and clear line of sight from strategy to me Performance is ultimately about performing better than those we compare ourselves with Do the right thing in the actual situation, guided by the Statoil Book, your Ambition to action, decision criteria & authorities and sound business judgement Within this framework, resources and competence are made available or allocated case-bycase Business and people follow up is forward looking and action oriented Performance evaluation is a holistic assessment of delivery and behaviour

14 Autonomy

15 Culture of empowerment If you ask for a job description or a training programme, you are not my man.

16 Our performance approach Transparent Be clear in translating strategy, values and leadership requirements to delivery and behaviour goals and create ownership to our priorities Be ambitious on behalf of the company Advancing our company and values Dynamic Respond fast to business needs and adjust direction and goals when needed: Understand external forces, create business opportunities Drive performance in a changing business environment Manage the critical details, follow through and deliver on promises Individual and team accountability Create a shared accountability for goals in your team and across Statoil: Collaborate across boundaries, develop and empower your team and people Set clear direction, clarify responsibilities and accept your accountability

17 Mastery

18 Cultural influence on mastery Kjell Schou Andreassen Good leaders develop people to outperform themselves Stepping out of the comfort zone Train yourself, lead yourself Peer coaching in leadership teams Source your energy to what you can act on, not things that cannot be altered. Build on your strengths Peter Koestenbaum Some people are more talented than others. Some are more educationally privileged than others. But we all have the capacity to be great. Greatness comes with recognising that your potential is limited only by how you choose. Who is the best for the task? Who is the task best for?

19 Continuous coaching and follow-up Regularly coach, give feedback and support to peers and leaders to enable mutual goal achievement Follow up people and teams regularly Build trust and have open dialogues

20 Incentive and fairness

21 Hvorfor gjør vi prestasjonsevaluering? Sikre at alle har felles forståelse for forretningsutfordringene våre og for hvordan vi ønsker å nå dem Sørge for konkrete og solide tilbakemeldinger til hverandre Sikre at disse innspillene hjelper oss til å utvikle de rette kunnskapene ferdighetene og holdningene Klare kriterier for hva som er gode og mindre gode prestasjoner Reduserer synsing og personlige preferanser Sikrer likestilling Gjenspeiles i lønn og forfremmelser på en åpen og forståelig måte Verdiene våre sikrer at vi samarbeider for å nå målene og at vi oppnår dem på en bærekraftig måte Sikre at vi stadig blir bedre på det vi gjør og konkurrerer med de beste. Sikre at folk opplever at det er verdt å legge ned en innsats. Sikre samarbeid og felles leveranser.

22 Delivery Appraisal..is based on qualitative data and a holistic assessment Ambition to Action Delivery goals Strategic objectives KPI targets Actions Holistic assessment - testing the results: Did KPI deliveries contribute to reaching the strategic objectives? How ambitious were the targets? Should changes in assumptions be taken into account? Were agreed or necessary actions taken? Are the results sustainable? Behaviour Living the values Behaviour goals Living our values Development goals Global people survey

23 Tilbakemelding - sterk fokus på læring Hva har du observert som har ført til gode prestasjoner? Hva vil du personen skal gjøre annerledes?

24 dialogue 2013 Quality measure Aggregated feedback from the employees to the questions: 1. My leader and I had an open and constructive dialogue. 9,5 41,0 44,1 5,21 5,21 2. I received constructive feedback on my behaviour and deliveries 14,5 44,1 32,9 4,82 4,82 3. My goals are inspiring and contribute to realise Statoil's ambition. 20,9 46,7 23,9 4,82 4,82 4. My development plan includes concrete actions to deliver on my goals. 24,1 44,0 21,3 4,71 4,71 Average response 4,93 To a very low degree To a very low degree BA Statoil

25 Våre ansatte Om motivasjon Iver etter å løse utfordrende og krevende oppgaver er vår aller viktigste motivasjonsfaktor Å løse disse oppgavene fellesskap og med sunne verdier, styrker motivasjonen ytterligere.

26 Performance management trends Millennials are our future leaders Peer recognition Autonomy Feedback for learning more than reward Global economy Global incentives Purpose and values Dynamics and flexibility Transparency and connectedness

27 Presentation title Presenters name Presenters title Tel: