Here's how you can gauge employee performance in a culture change initiative.

Goals are important and ahould be SMART but on the other hand is very important the leadership framework to reach them. It’s not just a matter of WHAT but also HOW. leadership competencies MODEL shock be aligned with company Values and Managers should be a role MODEL for people

The following five strategic steps can help to cultivate a successful culture change: 1. Initiating change – co-creating new values to shape our shared identity, which enables us to perform successfully as an independent company 2. Embedding culture & values in policies and practices – implementing a clear governance model and promoting our Communities of Belonging 3. Inspire Leaders – Leaders are drivers of change and are empowered to lead inclusively, create psychological safety and practice allyship 4. Mobilize employees – create awareness of personal biases and develop inclusive behavior 5. Celebrate successes – Measuring progress against meaningful KPIs to set ambitious goals and mobilize leaders to drive action.

When recruiting into your organisation, the candidate's culture fit should be paramount, do not recruit for the smartest person in your team, rather recruit for: a can-do attitude or achievement orientated person who avoids drama, communicates well, wants to learn and grow within a team environment, can be trusted and will bring energy and positivity to your environment. Technical skills are a requirement, but not the indicator of recruitment success!

Focus on Behaviours, Not Just Outputs: Adoption of New Practices: Are employees using new communication channels or participating in culture-building activities? Collaboration & Teamwork: Do teams work more effectively across departments or silos? Employee Advocacy: Do employees champion the culture change initiative and explain its benefits to colleagues? Open Communication: Do employees feel comfortable voicing concerns or suggestions related to the cultural shift? Performance & Engagement Surveys: Track changes in employee engagement, satisfaction, and alignment with company values Combine quantitative and qualitative data. Surveys paint a general picture, while focus groups and one-on-one discussions offer deeper insights.

My suggestion measure culture change impact on employee by tracking engagement through surveys to gauge enthusiasm & adoption of new values. We should monitor performance metrics aligned with new behaviors (e.g collaboration tools usage). Assess learning through knowledge checks or project application to see if new skills are applied. Open communication & feedback channels uncover challenges & areas for improvement. Lets remember this multi-pronged approach reveals how employees are adapting to the cultural shift

Monitoring progress is crucial for course correcting and providing support towards the change. Monitoring progress can be both data-driven and qualitative discussions of sentiments from the team on how things are progressing, sticky spots, ideas to make the change easier/better and providing needed pep talks when change gets tough. Setting the stage early on when, how and why monitoring will be done will enable the team to feel supported and energized by the monitoring component of change.

It's important to identify what kind 9f barriers to culture change are in place - they're usually connected to behaviors and self deception. Self knowledge is key to performance and any kind of change.

Em muitas empresas que passei sempre usei a analogia do painel de bordo do navio. Dentro de um oceano, onde tudo é mar, n?o ter equipamento de navega??o, é ficar a deriva. Importante ter sistemas de controle, métricas e KPIs adequados para alcance do objetivo almejado. Sem plano de navega??o ou mapa de v?o o risco de ir pra lugares inesperados ou indesejados é muito grande.

Define Objectives and Metrics: Establish clear goals and KPIs that align with the desired cultural change. Use Surveys and Feedback. Integrate Culture into Reviews: Include culture-specific criteria in performance reviews and evaluate key behaviors. Implement 360-Degree Feedback and Monitor Engagement. Conduct Observations: Observe daily behaviors and develop metrics for specific actions. Link to Business Outcomes: Connect cultural changes to improved business metrics and goal achievement. Recognize and Reward. Analyze Qualitative Data: Use interviews, focus groups, and anecdotal evidence for deeper insights. Continuous Improvement: Regularly review and adjust strategies based on feedback and performance data.

Regularly monitoring progress is essential in gauging employee adaptation to culture change. Conduct check-ins and progress reviews to gain insights into individual and team development. Recognize achievements, address challenges, and reinforce desired cultural behaviors during these interactions. This feedback loop not only measures performance but also supports employees, keeping them engaged and motivated throughout the transition. To keep the employees motivated, establish a culture of transparency and feedback.

There's a lot of talk about feedback in the corporate arena, and has been for awhile. Having been a Chief People Officer 5 times now I can say with confidence that "feedback" is hard and having constructive conversations is a skill that is learned - it doesn't come natural to most of us. Start early! Weave the concept of feedback into your onboarding and don't take your foot off of the gas. Establishing a culture of feedback takes continuous effort - and it has to be role modeled from the top. Feedback can't be left to performance, it's a gift that keeps us all focused on the right things, humble, and growing!

One of the things I found useful as a leader, and that my clients now find valuable when seeking feedback on culture change initiatives, is to facilitate indirect conversations. Instead of asking direct questions like, "What do you like or dislike about the change?" I encourage them to come up with something creative, such as a metaphor for what they’re noticing. This approach reveals much more about what’s on their mind, beyond the typical responses.

It is important to ensure that associates at all levels deeply understand the importance of feedback and the art of giving and receiving that feedback in a meaningful and constructive way. The environment must be psychologically safe to provide a space where feedback is a norm and both welcomed and expected.

In my experience as a Culture Change Manager, cultivating a feedback-rich environment has been crucial. During one major transformation, we prioritised open and constructive dialogue, allowing employees to share their experiences and perspectives. This approach revealed not only how individuals were coping but also highlighted areas where additional support was needed. By actively listening and responding to this feedback, we were able to adjust our approach to performance evaluation, ensuring it stayed relevant and effective throughout the process. This not only built trust and fostered a sense of ownership among employees but also turned resistance into resilience, ultimately leading to a more engaged and high-performing organisation.

A feedback culture can take different forms within a business' culture and based on the stage of the business. Defining what is good feedback for this team and this stage of life, is a key reflection for all of us as leaders. Creating a safe space for each team member to provide feedback in group and individual settings takes a range of time. Some team members are easily comfortable giving feedback, while others (with valuable insights and feedback) need repetition to grow their comfort. In both cases, walking the talk improves comfort, leads to better feedback and reinforces the importance of feedback. Leaders that care can have a hard time sharing their own feedback with others on a situation/ etc. It is essential for a feedback culture.

Adapting metrics to gauge employee performance is essential for accurate assessment and successful implementation. Redefining performance indicators to align with new cultural values and goals. Incorporate metrics like employee engagement, collaboration, and adaptability. Use surveys, feedback sessions, and peer reviews to gain insights into how well employees are embracing the new culture. Track participation in training and development programs tailored to the change initiative. Regularly review and adjust these metrics to ensure they remain relevant and reflective of progress.

Adapting metrics to each stage of growth is essential to be mindful of how the business is growing and maintaining the best parts of the culture. With each stage, culture can shift with new people added to the team. When considering metrics in each annual planning session, consider core metrics, this stage of growth metrics and culture metrics. Culture metrics will enable the core of the business and new growth by prioritizing and monitoring the culture behaviours that are needed to have the culture that gets the results that you are after. New types of metrics can be tough in the beginning to define and monitor but they are easier with practice and critical to get to the growth, connection and freedom in growing a business.

Measures make behaviour. Therefore think very carefully about what you measure. It may be tempting to simply measure the desired outcome of a process, but you may want to look at measuring how the process is being followed instead.

It's very useful to adopt behavioral kpis, too. When you reach your personal change goals, what will specific kpis look like?

Já tive muitos automóveis de diferentes modalidades e, ao longo do tempo, fui me adaptando a entender cada um deles, dentro do contexto que buscava para minha satisfa??o pessoal. Quando queria performance, seguramente n?o comprava um automóvel de baixa cilindrada ou torque uma vez que, com certeza, ele n?o iria me entregar aquilo que buscava. Da mesma forma, importa saber o que está buscando e ajustar as velas e indicadores para alcan?ar aquilo que almeja.

Muita gente já falo do VUCA, depois do BANI, mas uma coisa será sempre verdade absoluta: as coisas sempre mudam e continuar?o sempre ganhando novas formas, características, formatos, sentidos. O que é importante capturar disso tudo é que, se você busca sucesso, tem que se antecipar. Hoje ainda ouvia uma notícia que uma das grandes empresas de tecnologia estava tendo excelentes resultados de valoriza??es em suas a??es porque, 15 anos atrás, apostou que a Inteligência Artificial (IA), ia ser a grande revolu??o dos próximos anos. Reconhecer a mudan?a e se antecipar a ela é fundamental.

As an experienced Change & Culture manager, I've witnessed the transformative power of recognising and rewarding employees who embody new cultural values. In a recent initiative promoting a customer-centric ethos, individuals like Alex stood out for their empathy and proactive problem-solving. Alex received sincere praise in team meetings, a plaque and extra annual leave; demonstrating and reinforcing our commitment to these values. This approach sparked a positive ripple effect across the organisation. It motivated others to emulate Alex's dedication, enhancing overall performance and employee engagement. It was clear that celebrating and rewarding our values wasn't just symbolic—it's a powerful catalyst for cultural evolution & success.

Culture change thrives on engaged employees. To measure their success in this journey, embrace a multi-faceted approach. 1. Embrace the New: Track how readily employees adopt new practices. Are they using new communication channels? Participating in culture-building activities? This gauges their willingness to adapt. 2. Performance & Results: Monitor if the new culture fosters better performance. Are teamwork metrics improving? Is innovation rising? These signal the culture's positive impact on core objectives. 3. Listen & Learn: Conduct pulse surveys to understand employee sentiment. Are they finding the new culture supportive? Are there challenges? This feedback loop helps course-correct and maintain momentum.

Focusing on results is the best way to let culture drift to unwanted lands. Culture = how we do work here. Values show up in behaviours of working collaboratively, creatively, simplifying, service, ownership and drive. Recognizing the team's behaviours that reflect the values will enable the culture that customers feel to live on through all stages of growth. Recognizing the right behaviour change and consistency on core behaviours is part of everyday work and the big moments. As the leader of the ship, it is essential to make it second nature to recognize behaviours that are consistent with culture and desired culture changes.

It's a balance between different types of reward, again behavioral - acknowledge, celebration, praise, etc. And also financial - after all, people have their dreams and personal goals.

ERG’s (employee resource groups) are also a great way to promote this life long learning process which is absolutely crucial in a cultural change situation. By talking to each other and discussing doubts, uncertainty points, ideas, fears, etc., employees learn from and with real life experiences from each other. It makes a deeper impact on learning as they have a “live” example at their side of how it all happened.

I also recommend giving your change agents to opportunity to shine and get recognized for their efforts. I have found Team Member to Team Member learning and interaction is sometimes more effective than more formal approaches. Get them involved. They will appreciate it and your change efforts will be better for it.

-Una utilidad que he encontrado es que todo aprendizaje sirve para algo. Estudiaba la maestría en psicología Gestalt cuando tome la certificación de coaching, pero esta última no me enamoro en un principio, por lo que decide no dedicarme a esta actividad. A?os después me llamaron de un trabajo donde requerían un coach inmediatamente volví a recordar los conceptos y bueno terminé trabajando durante 5 a?os como coach de vida y me produjo muchas satisfacciones

One thing I found helpful is to be very clear on the business objectives you are trying to achieve and then very transparent about progress towards those objectives. I focus less on individual contribution and more on keeping the overall goals front and center with regular progress reviews and team-centric rewards for achievement of the objectives. That tends to drive a sense of peer pressure on members who are underperforming...

In my experience you need to do more than put goals in place that you will measure over time, especially as most organisations only complete goal setting activities annually. You need to intentionally build the desired behaviours into everything that the organisation does in real time. This is particularly important in relation to behaviours that are rewarded and recognised.

The question I would ask is why you would want to or think that you could evaluate an individual employee's performance with respect to a culture change initiative. There is a reason that performance evaluations are so contentious. Measure what matters. And what matters is the culture of the organization. Measure organization-wide changes and hold senior leaders accountable for the change, not individual employees.