Training Industry Magazine - March/April 2018 - 47

With this done, when the time comes
to write the annual review, it is easier to
show how the skillful use of these "soft"
measures contributed to the success of
the business goals, or how the lack of
those capabilities affected the result.
Each goal is described in a traditional
SMART goal format, as shown in the
first three columns of Table 1. This
defines the goal, success measures
and the actions to be taken to meet
that goal. Before submitting the goal,
the employee and manager also agree
on two to three of the most critical
company values, success factors and
skills needed to meet that goal, shown
in the last two columns.
DEVELOPMENT GOALS

Self-development and skill growth are
considered an important expectation
of employees at HCC. As such, progress
and achievements toward meeting the
stated development goals are factored
into the performance appraisal at the
end of the year. Doing so makes the
annual review a more holistic assessment
of the employee's performance and
contributions and recognizes the
business value of investing in the
development of skills and competencies.
MAKING IT HAPPEN
Even positive change is hard. In an
organization already engaged in a
business transformation, limited time
was left to focus on incorporating a new
approach to performance management.

With identification of the most critical
company values, success factors and
skills complete, the manager and
employee can collaboratively reflect
on the skill level required and assess
the employee's current proficiency
level. If proficiency gaps exist, urgent
development needs become apparent.

EVEN POSITIVE
CHANGE IS HARD.

These
development
needs
are
documented in a third type of goal -
development goals. Essentially seen
as an individual development plan,
this section documents the intended
skill development goals for the coming
year. Employees and managers can
also identify activities to support longterm career development goals that
reflect the employee's career trajectory
and aspirations.

To gain commitment for this change,
workshops were delivered in stages,
beginning with the most senior level
staff and moving throughout the
organization. Branded as "What You
Need To Know About...," the series
focused on each change as that change
was implemented and available in the
performance management system. While
this spread the change management
program out over time, it delivered only

TABLE 1

what was needed, just in time, easing the
assimilation of new information.
A goal-setting workshop for an intact
team of managers was designed to
provide a guided walk-through of the
performance management system, with
step-by-step demonstration and stop
points to allow individuals to work on
their own goals in the system, with live,
real-time help available. This investment
empowered leaders to take the next
steps with their staff.
GOING FORWARD
As with any transformation, some
employees quickly recognize the
benefit of the change and adopt
immediately. Others will embrace the
change after they have an opportunity
to intellectually observe and explore the
process. Over time, as HCC's employees
engage in a performance management
program focused on their own
individual growth and development, the
company anticipates increased trust in
the process, better performance and an
improved employee experience.

Karin Levitt is the global director for
learning and development at Hitachi
Consulting. She has over 20 years
of experience delivering innovative
approaches to learning and organizational
development programs for employees
ranging from college graduates in their
first job to company leaders. Email Karin.

EXAMPLE OF GOAL
Goal

Build custom
widgets for three
clients

Target/Success
Measures
25 widgets
produced annually
per client

Action Steps

Conduct needs
assessment with
client

Company Values
and Success Factors
I Need to Use
Critical thinking

Document design
and get client's
signoff

Top Skills and
Competencies I
Need to Use
Widget design
Negotiation
Honesty/integrity

Build and deliver
by end of contract
year.

T R A I N I N G I N DUSTR Y MA GAZ INE - LEAD THE CHANGE 20 18 I WWW. T RAININGINDU S T RY . C OM/ MAGAZ I NE

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Table of Contents for the Digital Edition of Training Industry Magazine - March/April 2018