forward-looking performance management in a dynamic world ... · • better dialog between sales...
TRANSCRIPT
Forward-Looking Performance
Management in a Dynamic World at
Dell
Lars Baun, General Manager, Dell EMC Denmark
Camilla Mølbæk, HR Business Partner, Dell EMC Western Europe
2
Introduction to
3
Who is Dell Technologies?
- Michael Dell
4
Dell Technologies is a unique family of businesses that
provides the essential infrastructure for organizations to
build their digital future, transform IT and protect their
most important asset, information.
Dell Technologies consists of 7 brands:
5
The world’s largest
privately controlled
technology company
in numbers:
$76B revenue
Serving 98% Fortune 500
140,000 team members
30,000 full time customer services &
support team members
180 countries
58%Our current Performance
Management approach doesn’t
contribute to employee satisfaction
and improved performancePerformance
Management is
changing
© Dell Technologies
Dell employees and leaders had
more complaints than
compliments to our Performance
Management approach back then
* Research by Deloitte, Havard Business Review, April 2015 Issue
Memory Lane
5 point relative rating scale
Best
Great
Good
Mixed
Unsatisfactory
1-3%
12-15%
55-60%
15-18%
5-7%
Forced distribution curve
8 of Y
Past to future
• Survey
• Interviews
• Think tank
• Link analysis
Internal Research
• The process “works” but it comes at a cost
• Process is de-motivating and distracting to team members
• Team members more disengaged than engaged
• Leaders lack confidence in the ratings they assign
• Leaders not bought in to overall process
• Many team members surprised by year-end rating, feedback
• Benchmark
• Reviews
• Interviews
• Research
partners
External Research
• More transparent, meaningful conversations without ratings
• Opportunities to reduce process complexity
• More flexibility / elimination of performance distribution guidelines
• More opportunities to provide feedback
• Focus on coaching and development
Performance management at Dell is designed to align team members to
Dell’s business priorities, enable a culture of high performance, support the
People Strategy and behaviors critical to Dell’s success, and accelerate
breakthrough performance. It’s focused on achievement and impact and
centered around simple and focused quarterly check-ins throughout the year
to encourage conversations between leaders and team members.
New Philosophy
Framework for Transformation
QuarterlyCheck-ins
Year-End Rewards
The change has
contributed to
increased
complexity for our
leaders
Our JourneyA recent study showed opportunity to further focus on
• Better planning of meetings – plan ahead
• Better account/territory planning
• Better preparation for meetings – Call plan, End
in Mind
• Better dialog between sales management
and sellers
• Best practice for AE and ISR relationship
• Better engagement model with specialists
• Better quality – drive more meetings – more
business
Our sales makers told us during CCV trainings
• We like the CCV methodologies
• There is a need to train our leaders
Create the best
sales force in the
industry
Current state End in Mind
Our Journey
Structured training program for Sellers & Sales Leaders based on applying a coaching model to enhance performance and maximize business growth.
Coaching for Performance
Virtual period
Instructor led virtual modules taken in the period between the kickoff and
capstone:
• Monthly check-ins – Best
Practice Sharing
• Chatter Groups and Newsletters
• 4 x Coaching Sessions Sales
methodologies & GROW
Coaching
• 2x Mentoring Sessions
Western Sales Leadership Program
15 of Y
Our change journey in numbers
10%
30% Trained Sales Makers
Trained Sales Leaders
80%
85%
Before we started End of Q3 Completion
Trained Sales Makers
& Specialists
Trained Sales Leaders &
Specialist Leaders
85% Western Leadership Team
Addressing changes in the full Western region
Q2 2016 Q3 2016 Q4 2016
Sales Maker and Specialist Track
Sales Directors Western Sales Leadership Program
Q1 2017
Frontline Sales Leaders Western Sales Leadership Program
WER Leadership Team Quarterly Exec. Training
Q1 2016
17 of Y
Secondary Effects
18 of Y
What weare gaining
NPS Customers
• WER: 39 50
• DK: 43 45
NPS Employees
• WER: 29 47
• DK: 24 81
• WER YoY Q2 6% Revenue growth
• DK YoY Q2 29% Revenue growth
19 of Y
What we are learning
