Performance Management

Performance Management
Client X Discussion
Date
Copyright © 2010 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
Agenda
Suggested agenda:
1. Context and key challenges
2. New perspectives on performance management
3. Changing performance management
4. Appendices
− Client examples
− Contact details
Copyright © 2010 Accenture All Rights Reserved. 2

Context
Long term trends: globalisation, diversity and scarcity of talent:
• Managing talent across borders and in virtual environments
• Measuring and understanding human capital
• Building cycles of talent multiplication
• Multiple and new generations of workforce
Unprecedented economic turbulence:

• Rapidly changing strategies and goals
• Making decisions on restructuring and redundancies
• Relying on a smaller, leaner workforce
• Rebuilding for growth
Traditional PM systems are insufficient and counterproductive

Our Understanding of the Situation
Our Understanding… … and Project Objectives
• <UPDATE WITH RELEVANT POINTS> • <UPDATE WITH RELEVANT POINTS>
• Disconnected from business performance • Clear Performance Management strategy,
management and strategy… approach, process and procedures with
• Weak results or highly variable appropriate support and learning tools
performance levels… • Performance Management process to be
• Lack of differentiation of performance automated / system improvements
levels… • Redefinition of objectives, measures and
• Fragmented employee performance cascade process
management process…inconsistent, • Improvement of performance review and
decentralized and uncontrolled rating, including calibration processes
• Need to embed performance culture in the • Embedding and improvement of
organization… performance coaching and review skills
• Existing process or system is not used… within management teams
• Existing process or system is ineffective at • Specific interventions to improve workforce

managing and measuring performance… performance / variability issues
• Standalone performance management, not • Alignment of performance management to

integrated with other processes… specific talent segments and to other areas
of talent strategy.

Key Questions
How do we realign individual goals to

changes in strategy?
How do we make PM an engaging and

inspiring experience for employees?
How do we manage the costs of poor

performance?
How do we integrate our talent

practices to motivate high performance?
How do we create a high performance

culture?

What is Performance
Management?
Definition: ‘managing employee performance towards the achievement of
individual, team and organizational objectives’
Some key dimensions of performance: Monitoring &
Managing
• Capacity and ability to perform
Planning
• Motivation for discretionary effort

• Individual and team performance Recognition Performance
Performing
and Reward Management
• Standards and results / outcomes

•
Feedback,
Alignment to organization goals / values Review and
Calibration
• Support / performance environment Developing &

Coaching
• Continuous cycle, not discrete events
• Part of high performing organization's cultural DNA
New Perspectives on
Performance
Management

Our Perspective
For leaders to create and sustain a cycle of performance
multiplication performance management must be:
Strategic Engaging Commercial

Dynamically Align Drive a positive
Enterprise and Manage the costs of
experience that poor performance
Individual Performance motivates
Integrated Segmented
Optimize through Adapt to workforce
process, organization segments to increase
and systems impact

New Perspectives:
Strategic
Performance management can align enterprise and individual
objectives and performance to changes in strategy
Trends & Challenges Leading Practice
• More volatile and rapidly changing markets • Building ‘line of sight’ of corporate vision and
require more organizational agility and more values within teams
frequent changes in strategy
• Rapid cascade from corporate goals to
• Rebalancing of objectives towards financial individual objectives coordinated across
and risk management discipline business units
• Increasing numbers of global, multi-skilled, • Effective feedback loop – timely, accurate and
matrixed, project based and collaborative meaningful data to measure and assess
roles, which creates complexity in objectives
• Appropriate focus and balance in objectives for
setting
the employee’s level
‘What’….. ‘How’……
Corporate Strategy Corporate Values
Department / Business Strategy Role, Team and Job Family

and Objectives Competencies
Individual Objectives Individual Behaviors
Performance
Management
New Perspectives:
Engaging
Performance Management can be positive and empowering experience
that motivates employees and teams to new levels of performance

• Impacts of the recession has driven High performing organizations encourage:
engagement levels to all time lows • A shared and continuous part of the employee
• Performance Management is often experienced relationship
as a disempowering and negative experience • Frequent, honest and positive conversations
reinforcing low engagement
• Employees to take accountability for results
• New generations at work expect instant
feedback and communication through broad • Individuals and teams to ‘play to their
social networks and tools strengths’
• Employee participation in performance
management and self assessment
• Manager capability and accountability –
‘walking the talk’
• Coaching for high performance
• Social networking as a source of performance
support and feedback

New Perspectives:
Commercial
Performance management helps to optimize and sustain return on
investment in human capital assets and avoid unnecessary costs of
poor performance
• Poor performance is often weakly managed • Managing avoidable costs of poor performance
with a significant negative impact on people through early, structured performance
cost, business performance and employee improvement
engagement • Use of rating scales and performance
• Taking appropriate and defendable people calibration techniques and discussions to build
decisions in business restructuring requires comparison and challenge
recent and easily accessible performance data • Providing clear minimum targets and
• Performance review and ratings are often not acceptable levels of performance
sufficiently differentiated and are disconnected • Creating transparency and visibility of results
from performance or commercial reality against targets
• Removing obstacles and constraints on
performance
• Improving visibility of individual performance
and results relative to peers

New Perspectives:
Integrated
Performance Management integrated with strategies for attracting
and developing talent can create a ‘performance multiplier’ effect
• Performance management is often standalone • Strategic rewards – pay for performance, to
or barely integrated motivate and to retain.
• Alignment with other talent levers is • Maximizing return on reward investments –
challenging through prioritised and clearly differentiated
• Continuous battle of allocating rewards and reward decisions.
recognition equitably according to employee • Increasing visibility – use of incentives and
performance total reward statements
• Building a balance between short term results and
a longer term development of skills, knowledge
• Identifying skills, knowledge and behaviors for
and behaviours high performers:
• Performance Management not properly reflected − Recruiting criteria
in career progression − Development planning
− Development programmes
− Promotion decisions, talent identification and
succession planning
• Deployment of key talent to high impact,
developmental roles

New Perspectives:
Segmented
Performance Management needs some consistent core components,
but segmentation and personalisation can increase adoption and
impact for key employee groups and individuals
• “One size fits all” approaches do not reflect • Alignment of core performance management
today’s and future workplace realities and the policy and process
expectations of an increasingly diverse • Consistent basics (e.g. calendar, system and
workforce rating scale)
• Employee defined personalization will be a • Common ‘language’ for discussing and comparing
growing area of innovation and differentiation performance
in attracting, retaining and developing talent • Moving beyond ‘one size fits all’:
• Segmentation: adaptation of approach for key
workforces or business units
• Importance of adaptation to mergers and
acquisition and international expansion
• ‘Workforce of One’ pioneers
• Social networking tools and employee-defined
personalisation
• Latitude for managers and employees to define
what works for them

Leading Practices
Traditional Approaches towards Performance Management Leading Practices towards Performance Management
Historic – emphasis on appraisal of past performance. Future – emphasis on planning against future objectives and building
the employee’s performance in the short and long term.
Top down – the manager created objectives and the appraisal with Shared – the employee is empowered to drive their own
little input or discussion. performance and inputs to their objectives and reviews.
Remedial – focused on addressing areas of weaknesses. Positive – the manager and employee neutralise weaknesses, but
capitalise on the employee’s strengths.
Infrequent – normally an annual appraisal event. Frequent – continuous dialogue, with full reviews at mid-year and
year-end (more frequently for new starters and some workforces).
Formal – emphasis on formal review and documentation. Personal – greater emphasis on frequent, high-quality informal
feedback, recognition and coaching.
Inconsistent – poor quality practice and insufficient adoption of Widespread – minimum standards are applied and managers held
performance management. Seen as irrelevant by managers. accountable – all employees have objectives, reviews and ratings.
Complicated – processes and systems that get in the way of Simple – systems are simple and easy to use, supporting effective
effective performance management. performance discussions.
Short Term – emphasis on only driving short term results within Development – clear accountability for results, but also an emphasis
existing capacity to perform. on long term development and sustainability of performance.
Standalone – not integrated with other areas, in particular weak links Integrated – processes and outputs are integrated with other talent
between performance and reward. and people management practices such as reward and resourcing.
Absolute – performance appraisal failed to identify and handle top Differentiated – performance levels are clear by differentiated and
and poor performers appropriately. performance is assessed relative to peers.
Personnel driven – the personnel department ran the process, the Business owned, HR enabled – performance management becomes
business paid ‘lip service’. an integrated part of managing the business.

Changing
Performance
Management

Why Change?
Improving performance management has an immediate impact on the
current workforce and can show immediate results:
For the Business: For Managers: For Employees:
• Improved commercial results • Allows greater delegation and • Provides a clear link between
and profitability accountability for results results achieved, feedback,
recognition, rewards and
• Align performance to strategic • Provides a framework to development
goals and vision manage poor performance
and understand how to • Improved dialogue and
• Create a more commercial motivate and retain top relationship with manager
mindset and ways of working performers • Expectations are clearly
• Retain, motivate and leverage • Improved dialogue and defined and performance is
high performing employees relationship between evaluated fairly
• Manage poor performance to managers and employees • Poor performance and
reduce costs and support • Improves core management performance improvement
restructuring efforts skills, such as coaching and interventions are managed
• Improve engagement giving effective feedback appropriately and fairly

PM Change Journey
Performance management can drive quick wins. Longer term
development of a performance culture requires sustained leadership
commitment and careful change journey management:
t
men
Solution Maturity
Value Delivered
e
rov
s Imp
uou High
ontin Performance
C
Culture
Commercial PM Enables
rn ey Alignment Strategic Change
e Jou
ang Clear Objectives Frequent Empowered
h
edC and Feedback Dialogue and Engaged
g
ana
M
Basic Process Basic Skills (e.g. Advanced Skills Engrained
Knowledge giving feedback) (e.g. coaching) Behaviours
Inconsistent or Basic Process Mature Process Ownership and Integrated with

No Approach Implemented and System Quality Focus Talent Strategy
3 – 5 Year Journey
Where to start?
A performance management diagnostic phase can help build momentum
and identify focused interventions:
Performance Target State Roadmap and

Management Design and Quick Wins
Assessment Business Case Implementation
Weeks 1 to 3 Weeks 4 to 6 Weeks 7 to 10
Understand business Assess key performance Change impact assessment

imperatives themes for the organisation (gap analysis)
Assess current practices Validate leading practice Implement quick wins with the
Sample existing performance processes business
records and data Assess future technology Development of change
Primary research with options (e.g. ERP vs. best of journey roadmap and
managers and employees breed PM systems) business case
Current state assessment Target state design (process, Roadmap and business case
Opportunity rating scale, system, policy, Early benefits and momentum
recommendations support model etc.) through quick wins

Question and
Answer

Next Steps
Suggested next steps:
1. Insert next steps for your client

Appendices

Performance Management Maturity Tracker:
This tool can be used during a short conversation to succinctly diagnose
any organization’s existing vs. desired PM maturity level
Level 1: Ad-hoc Level 2: Basic Level 3: Proactive Level 4: Progressive Level 5: Pioneering
Business Little performance context Use of job/role PM refers to business Headline business goals PM used explicitly to help
– patchy job descriptions descriptions as goals & changes integrated with PM deliver specific change
Context reference points required
Business Little/no reference to the Jobs/roles/KRAs not People are guided to High level goals are Strategy hardwired to job
big picture checked for business line up their objectives converted into lower level objectives – line of sight
Alignment PM isolated from business alignment with specified goals ones – a partial cascade demonstrated
Objective No or irregular review Annual objective setting Annual and mid year Annual and mid year SMART objectives are
meetings – objectives not and progress reviews review based on review plus informal continuously managed to
Setting SMART SMART objectives sessions as necessary completion
Measurement focus to the Some attention to self Line manager’s input Use comprehensive 360 Coaching & learning a priority –
Personal near exclusion of self development and supplemented by and peer reviews and on-the-job development
development career planning feedback from other development centres, etc. SMART development objectives
Development sources
No or minimal self input (eg Conversations do no More of a two-way Positive and engaging People are inspired to go the
Motivation & stand-alone engagement more than preserve process; morale conversations about extra mile – a performance
survey with no follow-up), existing moral stabilized or contribution culture
Engagement used to award increases, marginally improved
Some self input
seen as HR chore
Few standards difficult to Explicit standards Poor performance Effective management of Segmentation based on
Performance & judge poor performance left unrealistic use of addressed ratings – use of forced performance, competencies &
ratings e.g. middle or Normal-curve type distributions and rankings value of business contribution.
Differentiation too high ratings distribution Clear links to career paths &
internal mobility
No or unused Competencies used, Competencies and Emphasis (as relevant) on Competencies are “glue “ to
Competency competencies but under weighted proficiency levels used both outputs and inputs unite HR for a powerful effect by
Management (competencies) plus level, job & job family
proficiency levels
Paper based process Paper and on-line 1-2 HR on-line On-line HR applications On-line HR applications, fully
Automation & processes applications applications with no or with some connections, integrated as a seamless
Barely linked to other HR
Integration and standards differ - few links usually via competencies service
processes
piecemeal
Process No process evaluation Process revised on as Process reviewed at Leading practice Continuous process
needed basis agreed periods researched and infused improvement
Evaluation regularly
Copyright © 2010 Accenture All Rights Reserved. Current Desired 22
Credentials
Client Background
Global Financial
• One of the largest banking and financial services organizations in the world
Services
Company • History of growth through merger and acquisition
• Over 300,000 employees and international network across all continents
Challenge Scope & Approach Value Delivered & Results
• No consistent approach to • Objectives: Fundamental change • Clear link between individual and
managing and evaluating in performance culture; To have a business performance.
performance. unified global performance • Balanced scorecards in place for
management framework (policy,
• Inconsistent rating scales, process, system, rating scale etc); top 200 executives.
distribution and behavioural / Introduce a Group-wide balanced • Framework for more effective
performance standards scorecard approach for management of poor performers
executives and businesses established and to reduce costs
• Poor employee engagement of poor performance.
scores for performance • Approach: Year 1 – • Globally consistent performance
management communicate need for change management process, policy and
and build strong solution design.
• Multiple performance Year 2 onwards – implement, rating scale.
management systems across embed, enhance and leverage the • Implemented a globally consistent
regions and businesses, with little capability. online PM system.
integration • Extensive communications and
• Implementation: Implemented a training delivered raising
• Aim: To achieve a greater return new and consistent Performance understanding and capability.
on their investment in people; To Management process and policy
transform HR to support the which were supported by the • Significant improvement in
business agenda. implementation of the PeopleSoft engagement scores related to
ePerformance module. performance management.

Credentials
Client Background
• A leading mobile telecommunications provider in the UK

Tele-
communications • High performer in Customer Satisfaction Index
Firm • Over 6,500 Advisors (in-house & outsourced), 40 Operations Managers and 300
Team Managers, serving over 3.2 million Post Pay, Pre Pay, Business and
Corporate Customers every year
• Customer Service performance • Objective: To design and • New performance objectives and
had fallen against key success develop enhanced, aligned and indicators identified
measures over the past year balanced performance objectives
across all Advisors and • 1-month pilot study showed the
• Mounting pressure on UK Operation/Team Managers following result: 1.2% increase in
operation to achieve aggressive ‘very satisfied’ customer scores;
targets • Approach: (1) Quickly develop 2.9% decrease in ‘very dissatisfied’
and deploy a new standardised, scores; 2% decrease in average
• Several initiatives launched to cascaded ‘scorecard’, and (2) handling time; 10% increase in
help Customer Service staff Identify and align other initiatives dedicated development and
improve performance to help improve scorecard results, coaching time for advisors
and (3) Ensure that these
• Aim: To provide a clear vision of objectives and indicators were • 53% of staff felt changes were
how advisor success drives aligned with the firm’s overall beneficial. 78% felt would help
corporate success, leading to a strategic objectives them improve their performance
system that increased customer
retention, reduced customer
churn, increased sales and • Implementation: Instructor-led
reductions in average hold time training on the new performance
objectives and indicators

Credentials
Client Background
Electronics • A leading provider of technology for the production of complex integrated

Technology Firm circuits and microchips (semiconductor industry)
• European headquarters, with global presence (16 countries, including USA,
Japan, Korea, Taiwan)
• No consistent approach to • Objectives: To develop an • Increased alignment of its 5,000

evaluating performance. integrated solution, employees to corporate strategy
encompassing: Customer and focal points
• To develop new processes of Business Intelligence, Business
defining and implementing Plan Embedding and Rolling • Increased support of employees in
Corporate Performance Financial Forecast. recognising developmental needs
Management Processes to to deliver High Performance
improve Business Planning, • Approach: Three phase
Financial Planning and Revenue approach aligned with the • Increased management information
Performance Management Cycle:
Forecasting capabilities Phase I: Objective setting on workforce quality and diversity,
functionality, Phase II: Mid-year and less workload on management
• Aim: To create a global uniform review functionality and link to levels by reducing paperwork
automated Performance Compensation & Benefits, and
Management system to (1) Phase III: Performance review • Other benefits were realised in the
improve the link between functionality. areas of efficiency, data
individual targets and corporate consistency and improved
strategy, (2) execute performance • Implementation: Selected a availability of strategic information
development based on niche player on HR Solutions: on clients and competitors
observable competencies, and (3) Pilot. Close liaison with all
continuously monitor individual departments from Delivery
performance by both manager Centres to HR to implement the
and employee new system

Credentials
Client Background
Major US Energy • One of the largest utilities in the US, providing gas and electric to over 14m customers
Supplier over 70,000 square miles.
• The new leadership team • Part of the wider HR • <<<Neil to insert this>>>
partnered with Accenture to Transformation, the Performance
undertake an integrated, multi- Management program was
year company-wide effort to deployed alongside a new
transform the business and Leadership and Core
culture to better position it as an Competency Model.
industry leader.
• The Performance Management
activities in scope included:
overall PM strategy, setting
expectations (enterprise to
individual goal setting and
competencies), evaluation (using
a 9 box evaluation based on goal
accomplishment and competency
proficiency), calibration (ensures
consistency and identifies
development opportunities),
develop and reward (development
planning based on performance),
and ongoing feedback and
coaching.

Credentials
Client Background
• Owns over 170 brands of beer, as well as distributing wine, soft drinks and other
International beverages.
Brewer
• Employees over 50,000 employees.
• The client faced some specific • Based on the companies strategic • Clear recommendations and
challenges for performance objectives a comprehensive structure for:
management: evaluation of objectives setting
was conducted. • Additional objectives beyond
• Lack of quality and balance in financial considerations to
objective setting include areas such as
operational excellence,
• Targets and objectives did not innovation, customer focus,
logically cascade sustainability and people.
• No clear differentiation in • Weighting and objective

performance – especially at measurement.
senior levels
• Cascade approach from Group
through regional structure to
country operating units.

Representative Resumes
Neil Frye
Background: Relevant Experience:
Neil is a Senior Manager in the HR Global Alcohol Beverages Company– Executive Compensation Design and Rollout – Led the analysis, modeling and
& Talent Management practice. rollout planning for the new executive compensation plan for the top 1,000 executives of this 100,000 employee
He partners with client executives global consumer goods client. Activities completed included cost modeling, link to Performance Management,
and teams to identify and build communications and stakeholder management. Global rollout includes executives in ~30 countries begins in 2010.
solutions to meet business needs In addition, led the analysis of the next 30,000 employees in the organization eligible for incentive compensation
with a particular focus on the plans.
Talent required to deliver
business results. His experience
ranges from performance Global High Tech Company – Global Sales Operations Talent Blueprint – Led the Talent Strategy project focused on
management to workforce developing global talent strategy, pivotal role profiles, expanded competency model and talent forecasting for Sales
planning and service delivery back-office function of this department’s 3,000 employees.
models. He has worked with HR
Executives and Talent Officers at Large Global Retailer – HR Transformation and Talent Management – Led the business case for total HR Transformation
several Fortune 500 companies in including HR Shared Services, Technology Transformation and Process Enhancements to core processes such as
Consumer Goods, Retail, High Recruiting, Performance, Compensation and Learning/Development; delivered strong financials and specific
Technology and Utilities industries. initiatives linked to bottom-line results as well as top-line growth. Phase II focused on leading specific HR strategic
Functional Expertise programs in-flight including the design/implementation of SuccessFactors (Talent Management Best of Breed),
 Performance Management Organizational/Job Analysis (including Career Paths) while supporting the Operations team in monitoring the design
 Recruiting of Recruiting, Payroll and Compensation solutions to be delivered over 12-18 months.
 Competency Management
 HR Service Delivery/Shared
Services
Large North America Utility (Pacific Gas & Electric) – HR Transformation Phase II and III – Led the HR Programs initiative
by developing and deploying an organization-wide Performance Management process and tools, supporting Talent
Industry Expertise Management CoE with leading practices and developing an organization-wide competency dictionary. At a broader
 Consumer Goods
level required to understand and to help operationalize the HR Service Delivery Model.
 Retail
 High Tech
 Utilities Professional Services Firm – HR Service Delivery Project – Served as Project Manager along with client resource to
Education
manage day-to-day operations of the Performance Management workstream deploying a best of breed solution,
 BA Public Policy, College of MindSolve (now SumTotal). In addition, served as an integration resource across the broader transformation
William & Mary including upgrade of PeopleSoft ERP, best of breed recruiting, knowledge, HR portal and new internal HR SSC.

Representative Resumes
Andy Young
Background: Relevant Experience:
Andy is a Senior Manager in the  Global Financial Services Group – Global Transformation – HR Mobilisation Lead:
HR & Talent Management  Led the mobilisation phase for HR engagement with a Group-wide business transformation programme.
practice. He specializes in the  Global Financial Services Group – HR Target Operating Model Solution Architect:
Financial Services industry, with
 Solution architect and workstream lead responsible for defining and evolving the Target Operating Model for the
particular expertise in banking global HR function (c7000 staff, $1bn annual spend).
workforce issues. Andy works
 Global Financial Services Group – Performance Management Solution Architect:
with client HR and business teams
to shape workforce and talent  Global design lead for a performance management transformation for over 325,000 employees, including a new
system, policy and processes aimed at developing a high performance culture.
solutions and deliver large scale
change programmes.  Requirements definition, process design, policy definition and system functional architecture.
 Leading Global Bank – Business Change Lead Roles:
Functional Expertise
 Business Change Lead for a programme introducing new incentive plans and system to over 30,000 employees and
 Performance Management
integration with new performance management practices. Responsible for a team of 15 people and £2.5m budget.
 Incentives Management
 Change strategy and management  Learning lead for a business transformation programme, including the development and delivery of over £1.5m of
 HR transformation eLearning content for the client’s sales and service workforce.
 Learning and development  Series of specialist business change roles for a large-scale business transformation programme, including training,
 Requirements gathering/analysis benefits realisation, management information, communications and deployment management.
 Operating model design  Leading Global Bank – Account Opening and Sales Process Solution Architect:
 Integrated solution architecture
 Lead designer for a reengineered account opening and sales management process and system.
 Process design
 Project and programme  Requirements identification and analysis, business case, operating model and process design.
management  Leading Global Bank – Front Office Research:
Industry Expertise  Primary research into current frontline working practices in the branch network and call centres, indentifying areas of
 Financial Services under performance and performance variability, service failure and new commercial opportunities.
 Aerospace  Developed recommendations, business case and solution outlines for an integrated series of sales and service
 Public Sector management solutions, leading to a significant transformation programme.
Education  Leading Global Bank – Deployment Management Capability:
 Business Administration,  Design lead and training lead for a central ‘Mission Control’ implementation capability, which reduced costs (approx
University of Bath $12m saving over 3 years), mitigated risks and increased realisation of business benefits for the client.
 Leading UK retail bank – HR Transformation:
 HR technology review and HR shared services benchmarking exercise.

Performance Management Contacts
Neil Frye (Global Performance Management Process Excellence Lead)

Senior Manager
Talent & Organization
Office; +1 703 947 3996
Email: neil.e.frye@accenture.com
Andrew Young (UK HR & Talent Management)

Manager
Talent & Organization
Office: +44 7825 734 603
Email: andrew.s.young@accenture.com

Performance Management

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Performance Management

1. Context and key challenges

2. New perspectives on performance management

3. Changing performance management

Copyright © 2010 Accenture All Rights Reserved. 2

Unprecedented economic turbulence:

Traditional PM systems are insufficient and counterproductive

• Existing process or system is ineffective at • Specific interventions to improve workforce

• Standalone performance management, not • Alignment of performance management to

Copyright © 2010 Accenture All Rights Reserved. 4

How do we realign individual goals to

How do we make PM an engaging and

How do we manage the costs of poor

How do we integrate our talent

How do we create a high performance

Copyright © 2010 Accenture All Rights Reserved. 5

• Motivation for discretionary effort

• Standards and results / outcomes

• Support / performance environment Developing &

Copyright © 2010 Accenture All Rights Reserved. 7

Strategic Engaging Commercial

Copyright © 2010 Accenture All Rights Reserved. 8

Department / Business Strategy Role, Team and Job Family

Individual Objectives Individual Behaviors

Trends & Challenges Leading Practice

Copyright © 2010 Accenture All Rights Reserved. 10

Copyright © 2010 Accenture All Rights Reserved. 11

Copyright © 2010 Accenture All Rights Reserved. 12

Copyright © 2010 Accenture All Rights Reserved. 13

Copyright © 2010 Accenture All Rights Reserved. 14

Copyright © 2010 Accenture All Rights Reserved. 15

For the Business: For Managers: For Employees:

Copyright © 2010 Accenture All Rights Reserved. 16

rn ey Alignment Strategic Change

Inconsistent or Basic Process Mature Process Ownership and Integrated with

Performance Target State Roadmap and

Weeks 1 to 3 Weeks 4 to 6 Weeks 7 to 10

Understand business Assess key performance Change impact assessment

Copyright © 2010 Accenture All Rights Reserved. 18

Copyright © 2010 Accenture All Rights Reserved. 19

1. Insert next steps for your client

Copyright © 2010 Accenture All Rights Reserved. 20

Copyright © 2010 Accenture All Rights Reserved. 21

Challenge Scope & Approach Value Delivered & Results

Copyright © 2010 Accenture All Rights Reserved. 23

• A leading mobile telecommunications provider in the UK

Challenge Scope & Approach Value Delivered & Results

Copyright © 2010 Accenture All Rights Reserved. 24

Electronics • A leading provider of technology for the production of complex integrated

Challenge Scope & Approach Value Delivered & Results

• No consistent approach to • Objectives: To develop an • Increased alignment of its 5,000

Copyright © 2010 Accenture All Rights Reserved. 25

Challenge Scope & Approach Value Delivered & Results

Copyright © 2010 Accenture All Rights Reserved. 26

Challenge Scope & Approach Value Delivered & Results

• No clear differentiation in • Weighting and objective

Copyright © 2010 Accenture All Rights Reserved. 27

Copyright © 2010 Accenture All Rights Reserved. 28

Copyright © 2010 Accenture All Rights Reserved. 29

Neil Frye (Global Performance Management Process Excellence Lead)

Andrew Young (UK HR & Talent Management)

Copyright © 2010 Accenture All Rights Reserved. 30

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