Presentation at Teneo's HR Core Lab in Barcelona - Social Performance Management

1. Social Performance Management
@JonIngham

2. Jon Ingham, Strategic HCM
• Insight based HR / OD consultant,
focusing on accumulating human and
social capital
• Former International HR Director for Ernst
& Young
• Will blog on these two days at
http://strategic-hcm.blogspot.com

7. Not intuitive!

8. Source: Jon Ingham, Strategic Human Capital Management, 2006

9. Source: http://teneoblog.com/2013/12/17/bt-operate-case-study-performance-
management/

10. Source: Julian Birkinshaw, LBS

12. A Few Bits of Background
• Outcomes vs Activities
• Best practice to Best fit
• All Change!
• Social Media (Activities 2.0)

13. Outcome vs Activities
Outcomes
Business
Impacts
Activities
“I wanted to define the roles of HR as outcomes more
than activities. I saw a lot of work in HR focused on
activities (number of hours of training a leader
receives; whether a firm is using 360 degree feedback;
if it implements performance based pay or
competence based hiring). I wanted to shift the focus
to outcomes of the activities.” – Dave Ulrich

14. • Human capital
– Talent, capability
– Engagement
– Diversity
– Quality of leadership
• Organisation capital
– Alignment and effectiveness of processes,
networks and structures
• Social capital
– Connections
– Relationships
– Conversations

18. Best Practices to Best Fit
- Peter Reilly
Source: Jon Ingham, Strategic Human Capital Management, 2006

19. All Change!
Source: Gary Hamel, The Future of Management, 2007

20. "Management 2.0 is going to look a lot like Web 2.0:
• Everyone has a voice
• It’s easy and cheap to experiment
• Capability counts for more than credentials and titles
• Commitment is voluntary
• Power is granted from below
• Authority is fluid and contingent on value-added
• The only hierarchies are "natural" hierarchies
• Communities are self-defining
• Individuals are richly empowered with information
• Just about everything is decentralized
• Ideas compete on an equal footing
• It's easy for buyers and sellers to find each other
• Resources are free to follow opportunities
• Decisions are peer-based.” - Gary Hamel

21. Source: Edelman

23. Social Media

24. ‘Social’ as a Solution
• Activities / Technologies
• Outcomes: Human to Social Capital
• Anchoring in the Culture

25. Activities / Technologies
Source: Real Story Group

30. Human to Social Capital
Group Social
HR
Social
Capital
Outcomes
Activities

31. Human to Social Capital
Group Social
HR
Individual Individual
HR
Social
Capital
Human
Capital
Outcomes
Activities

32. Zappos: Holocracy

33. Ernst & Young: Team Debriefs
• Post it notes on the team (+ > -)
• Stuck up on flips – 6-8 team competencies
• Pairs feedback on team and discuss
• Post it notes on other individuals (+ > -)
• Stuck on flips – individuals
• Individuals feedback on themselves (they own
disclosure)

34. Anchoring in the Culture
Individual
Performance
Individual
Performance
Performance
Recognition
Coaching Management
Feedback
Innovation
Social
Customer
Focus
Easier Harder

35. Improving Individual PM
• Team discuss team members’ performance eg
sharing objectives and checking for duplication
and overlap
• Team debriefs
• Team distribution of rewards?

36. Social PM in the Culture
1:
• Social PM generates social capital
• Social capital is the core of the culture
• So… social PM is part of the culture
2:
• Because people are talking about performance
• Makes performance part of the culture
• More intuitive / natural
• Focus more likely to be retained

37. Social PM
Plus:
• And develops social capital (> human capital)
• And develops human capital, often more
effectively than individual PM
• And leads to transformational solutions (all
change!)
• And points to use of social media tools
• Using PLM factor!

38. For More Information
jon.ingham@strategic-hcm.com
strategic-hcm.blogspot.com
blog.social-advantage.com
linkedin.com/in/joningham
twitter.com/joningham
strategic-hcm