PORTER_NOVELLI_PRESENTATION.................pptx

.................

1. PORTER NOVELLI

2. PORTER NOVELLI GREG WALDRON Introduction Program Implementation Performance Management System Development Evaluation

3. PORTER NOVELLI 1972 Jack Porter and Bill Novelli Global PR, marketing and communication firm(NEW YORK). CEO Jillian Janaczek Est. Employees 1.0-5.0K

4. GREG WALDRON Porter Novelli’s Chief Talent Officer and partner. Leads the agency’s human resources, knowledge development, and learning functions.

5. CASE STUDY Implementation of Drotter’s results-based Leadership Pipeline approach. Aims to align:

6. Drotter’s full performance definitions for each leadership level serve as the "source code" for various HR applications, including

7. “Leadership Pipeline Model” G iven by: Ram Charan , Stephen Drotter , and James Noel. Model focus: Results-based performance & systematic development to ensure a steady flow of capable leaders who achieve business goals.

8. Business Diagnosis And Assessment (2004 ) Led by executives of Porter Novelli , to guide the next 5 years. The vision focused on three key initiatives:

9. Strategic Needs & Employee Engagement Firm hired a Chief Talent Officer. CTO emphasized the needs & present the “four entitlements of all employees”

10. Current Challenges The firm’s existing performance management system was complex and ineffective, lacking a leadership competency model and alignment across HR processes. The CTO identified gaps in performance management, selection, and training, and proposed using Stephen Drotter’s Leadership Pipeline to address these issues.

11. Management Interviews Summarize discussions: Better alignment of HR processes with business strategy. Increased collaboration across offices. Clearer role expectations and performance definitions. Stronger links between performance and rewards.

12. Vision 2004 Outputs 1. New client account planning method. 2. Management training in this methodology. 3. Focus on acquiring and growing large, complex client relationships. 4. Interdependent operations across the global network. 5. Project management structure for initiatives and implementation . “STRATEGY into ACTION”

13. Business Results & Climate Measurement The strategic vision assumed strong business growth over the planning period. “ The bar was set higher” The company conducted a biannual staff climate survey assessed thirteen dimensions crucial to organizational health and performance:

14. Feedback and Recommendations Align HR processes with the business strategy. Define roles and performance expectations. Revise performance management systems to support. Improve selection practices. Align training programs with the company’s career structure and priorities.

15. Program Design Considerations Focus on work, role, and organization analysis before HR applications. Use work results instead of competencies for performance management. Address vertical distribution of work in the organization. Define management and leadership results as measurable outcomes. Ensure flexibility and relevance of the Leadership Pipeline model for a professional services firm. The Leadership Pipeline model isn't limited to big companies.

16. PROGRAM IMPLEMENTATION The re-introduction of the performance management system . Aimed to address several key issues with the existing competency-based approach. "Results Based Performance Planning and Appraisal" system.

17. Key Design Considerations The new system must meet the following requirements:

18. Format Specificity

19. Rating Scale

20. Conclusion The new Results Based Performance Planning and Appraisal system successfully addressed. Continuous feedback and updates.