TM - June 2008 - (Page 62) these standards because everything is defined at the beginning of the year.” Kelley Blue Book has made a number of other major changes to its talent management process. First and foremost, the company set out to change its collective mentality about performance reviews, moving from a chore forced by the HR department to a proactive, manager-driven, monthly practice that’s part of every employee’s growth and development. This way, as opposed to one-way feedback with no framework, the company remains cognizant of the im- processes are much more efficient. Management and employees are held accountable, and HR has a broader impact on business strategy and results. In addition to more standard, traditional HR approaches, Haut also thought it was important to put some creative energy into what else could facilitate the company’s talent management processes. One particularly simple idea actually came about by accident. When the company was pinpointing its core competencies at the beginning of the new softwareimplementation cycle, Haut created a bulletin board in her office with a list of draft role competencies to figure out which competencies fit where. This board was up for about a month and visible to anyone who paid her a visit. It turned out to be a conversation piece, with nearly every manager commenting or wanting to discuss it. This led to constructive, ongoing discussions around competencies and goal measurement. In a very natural and subtle way, the board created buy-in with the management team so when it was time to finalize the competencies on its inaugural improved review cycle, Haut felt confident they had picked the right competencies. “If you can’t get good reliable data out of the HR team, the HR team is dismissed. We invested to get the basic foundation correct: solid business reporting.” – Liz Haut, Vice President, HR, Kelley Blue Book portance of more frequent feedback, including 90-day reviews for new hires, as well as process equality. Employee self-assessments highlight gaps, and 360-degree feedback drives management development. Further, the company’s annual spreadsheet-based ratings and merit process is now supplemented by datadriven dashboards and an online MBO (management by objectives) tool that makes compensation decisions more accurate and objective. The result has been a collective progression away from a mentality of annual performance management toward a daily talent and performance management strategy leveraging technology to drive strategic business initiatives. “We have been able to sort and stratify data that’s critical to individual success in a tech-savvy way,” Haut said. The company already has seen its talent management practices translate into tangible business benefits. The annual company goal-setting process, combined with defined competencies for positions, brought important elements of direction, alignment and clarity that helped to improve overall business decision making. For employees, the 90-day review ameliorates on-boarding, and self-assessments give employees a voice in the evaluation process. On the flip side, 360-degree feedback for managers provides a data-based development tool to create a customized approach to development planning. Finally, by having an online process for managerdriven, monthly updates of progress against goals, the June 2008 Kelley Blue Book plans to keep up the pace in 2008 and has outlined a specific road map for its talent management process to ensure the company stays on track. This includes focusing on core objectives such as: • Goals: Managers reviewed 2008 goals with employees at the beginning of the year to establish the benchmarks they will be reviewed against. Throughout the year, managers will communicate with employees to assess and update each goal and milestone. • Annual reviews: This includes employee self-reviews and manager reviews and culminates in a joint performance review in which managers conduct faceto-face reviews with each of their direct reports. • 90-day review: After completing the first 90 days of employment, employees conduct a self-review. Managers then conduct a face-to-face review to ensure new hires are off to a good start. • 360-degree review: Leadership is evaluated by peers, direct reports and management, keeping everyone in the organization, regardless of position, accountable to corporate objectives. • Compensation: Managers keep performance data and merit budgets side-by-side. Kelley Blue Book has established salary grades and ranges, and the company refreshes its salary data against the marketplace every 18-24 months to be sure it is competitive. Mark Rutherford is a principal at Baypoint Partners, a human resources consulting firm in Southern California. He can be reached at editor@talentmgt.com. 62 talent management magazine www.talentmgt.com http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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