Manage performance march2012


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How any organization can unleash its employees' full potential for maximum performance and competitive advantage.

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Manage performance march2012

  1. 1. T h e C h a z in G r o u p Achieve Optimal Performance The Chazin Group. © 2011.
  2. 2. About ME  BA in Comms (MBA Mktg)  20 Years In Corp. America  Started Career as Recruiter  Downsized 8X  Mktg/Sales Background Launched Biz Consultancy in ‘09Contact me:T: (201) 683-3399EM:
  3. 3.  J ob S e a rc hS t r a t e g ie s Me In t e r v ie w in g &N e t w o r k in g C a r e e r C o a c h in g L if e / W o r k B a la n c e B u s in e s s O w n e rC o a c h in g H u m a n C a p it a lD e v e lo p m e n t P r o f e s s io n a lD e v e lo p m e n t S a la r yN e g o t ia t io n s
  4. 4. Your People Matter Most 4The Chazin Group. © 2011.
  5. 5. Today, more than ever, organizations MUST find new ways to harness the untapped talents and creative energies of their employees, for their survival! 5 The Chazin Group. © 2011.
  6. 6. Employees Matter Most• Only 21% (1 in 5) of the employees surveyed are “engaged” in their work, and 38% admitted being partly to fully disengaged.• Engagement was defined as employees willing to go the extra mile to help their company succeed.Towers Perrin March, 2008 Global Workforce Study. 6 The Chazin Group. © 2011.
  7. 7. Employees Matter Most“…at a time when companies are looking for every source of potential advantage, the workforce itself represents the largest reservoir of untapped potential.” Julie Gebauer Towers Perrin Managing Director 7 The Chazin Group. © 2011.
  8. 8. Employees Matter Most• 88% of U.S. workers consider themselves creative BUT only 63% said their positions were creative.• 75% of survey respondents thought their employers valued creativity.• One in five said they would change jobs, even if it meant LESS money to be MORE creative.Survey conducted by IPSOS Research in 2007 to 564 adults commissioned by the FairfaxCounty, VA Economic Development Authority for the 2007 National Conference on theCreative Economy. 8 The Chazin Group. © 2011.
  9. 9. Employees Matter Most• In a 2008 study by Resources Global, 80% of global HR leaders believe the “war on talent” is a key & enduring business issue in the next ten years. 9 The Chazin Group. © 2011.
  10. 10. Leadership Versus Management!
  11. 11. Leadership: It’s In You Management is detrimental; leadership is critical – HERE’S WHY… MANAGEMENT LEADERSHIP“Management” (from Old French • Possess a VISION • A person who builds consensus,ménagement “the art of conducting, guides, or inspires othersdirecting”, from Latin manu agere “to • Generally refers to the position orlead by the hand”) characterizes the office of an authority figureprocess of leading and directing all or • The ability to get people to followpart of an organization, often a willingly • About behavior first, skills secondbusiness, through the deployment • Creates “buy in”and manipulation of resources(human, financial, material,intellectual or intangible)…
  12. 12. Definitions Abound• Possess a VISION• A person who builds consensus, guides, or inspires others• Generally refers to the position or office of an authority figure• The ability to get people to follow willingly• About behavior first, skills second• Creating buy in
  13. 13. What Makes a Leader• “They may forget what you said, but they will never forget how you make them feel.” Carol Buchner• “Many of lifes failures are people who did not realize how close they were to success when they gave up.” Thomas Edison• “A leader is one who knows the way, goes the way, and shows the way.” John C. Maxwell• “Too many people overvalue what they are not and undervalue what they are.” Malcolm Forbes
  14. 14. T h h eC C h a izto G o o u p T e How ni nG Become ha z r rup a Leader• Check Yourself…Who Are You? – People Have to WANT to Follow You• Possess Self Knowledge – Your Strengths & Weaknesses – Seek Opinions / Criticisms• Become a Role Model• Make Your Words Your Actions – Your Actions Should Mirror Your Words 14
  15. 15. T h e C h a zto G r o u p How i n Become a LeaderYour Five Step Plan• Plan• Have A Vision• Share Your Vision• Takes Charge• Inspire Through Example! 15 The Chazin Group. © 2011.
  16. 16. T h h eC C h a izto G o o u p T e How ni nG Become ha z r rup a Leader• Be A leader in Your Own Image• Hire Well• Speak Well• Fire Fast• Develop “learning agility” agility 16
  17. 17. How to Become a Leader• Decisiveness Over Inclusivity• Know Just Enough Tech• Manage Time• Work Long Hours• Create a Positive Environment 17 The Chazin Group. © 2011.
  18. 18. How to Become a LeaderPeople Are Following. Now What?• Serve People’s Needs• Listen HARD!• Keep Earning Their Trust• Pursue Change• Share Leadership• Build Teams• Leadership & Development 18 The Chazin Group. © 2011.
  19. 19. Good Resources••••••• dership 19 The Chazin Group. © 2011.
  20. 20. Good Resources•• shtml• hl=en&lr=&id=NES5RDKjkFQC&oi=fnd&pg=PA5 1&dq=leadership+height+correlation&ots=wax 9CapiFp&sig=I85XEmyymiwfeCDYGNjwwoOrsL U#v=onepage&q=leadership%20height %20correlation&f=false 20 The Chazin Group. © 2011.
  21. 21. It’s About The People you Lead “If I have seen further,it is by standing on the shoulders of giants.” Sir Isaac Newton 21
  22. 22. Conduct aHuman Capital Audit
  23. 23. How It Works Human Capital Audit Employee Jessica Rivera Client enters Job Function Customer Service Job Title Customer Svc. Mgr. Responsibilities Competencies Use? Action Timeframe Contingencies Resolve client Partner Customer care Limited < 30 days issues with sales Enroll in Dsicuss product Product knowledge Limited product 30-45 days Course availability features training Resolve client Up/cross-sell NO issues AssignCoach other Team Individual Leadership NO coach/ment < 30 days members available or 23 The Chazin Group. © 2011.
  24. 24. Te h a z n Goal-SettingT h h eC C h a iz i nG G o o u p r rup• Develop with DIRECT input from employees, their peers, and other Managers they support.• Quantify...quantify…QUANTIFY!• Make all goals STRETCH goals.• Revisit on a regular basis, not ANNUALLY.• Make all your goals SMART goals…
  25. 25. T h h eC C SMART o u p Te r r Goal-Setting h h a iz i nG G o u p az n• Specific: Well-defined to inform employees what is expected, when and how much. Specific goals enable managers to measure progress toward completion.• Measurable: Provide milestones to track progress and motivate employees to achievement.• Attainable: Success needs to be achievable with effort by an average employee, but not too low.• Relevant: Focus on the greatest impact to the overall NY Hospital goals. Time-bound: Give enough time to achieve the goal, but not too much time to undermine performance. Goals without deadlines fall to day-to-day crises.
  26. 26. Coaching & Mentoring
  27. 27. Coaching p r ru &T h h eC C h a iz i nG G o o u p Te ha z n Mentoring• Develop formal programs to align senior with junior staff.• Ensure buy in from all.• Incentivize for participation and engagement.• Create incentives• Make it a commitment• Encourage feedback
  28. 28. Coaching p r ru &T h h eC C h a iz i nG G o o u p Te ha z n Mentoring• Metrics to Determine Success: – Implement ideas to improve processes, improve efficiencies, streamline operations, reduce time to market, new products/services, and other revenue generating or cost-reduction strategies to best leverage YOUR COMPANY for future success – Establish revenue objectives if applicable
  29. 29. Coaching p r ru &T h h eC C h a iz i nG G o o u p Te ha z n Mentoring• Goals and Objectives: – Create a process to gather ideas from all areas of the Hospital. – Develop a pre-funded program to back ideas for short and long-term marketplace competitive advantage. – Develop cross-functional Team to review, process, streamline and facilitate the implementation of those ideas that will have an impact on the organization. – Develop intellectual capital. – Long-term retain employees that might leave to pursue opportunities to leverage ideas for new products, services, or businesses.
  30. 30. Good Resources• “A Mentoring Program to Reduce Turnover,” Mark Noble, Best Practices in Aging Services.• “Coaching, Counseling, & Mentoring: How to Choose & Use the Right Technique to Boost Employee Performance,” Florence M. Stone. 31 The Chazin Group. © 2011.
  31. 31. Facilitate Optimal Relationships
  32. 32. T EnsureizOptimal h h eC C h a ni nG G o o u p Te ha z r rup Relationships• Facilitate cross-functional teams.• Doctors come down from the Mountain Top.• Mediate BEFORE conflicts arise.• ZERO tolerance for abusive behavior.• Make team-building an ongoing strategic imperative.• Prevent a “Us Versus Them” (Nurses, Doctors, administrators, staff) culture.
  33. 33. Reward & Recognize
  34. 34. Te Reward/RecognizeT h h eC C h a iz i nG G o o u p ha z n r rup• Praise often and openly, discipline privately.• Recognize specific actions/accomplishments.• Quarterly or bi-annual reward & recognition programs.• Build a recognition-based culture throughout the hospital.• Not just TOP-DOWN: direct reports should be able to nominate managers and peers.• Tie ALL rewards to performance metrics.
  35. 35. T h h eC C h a iz i nG G o oyour Te Survey u u p ha z n r r p people• To gauge overall employee satisfaction with the level of recognition you provide, ask them: – “To what extent do you agree or disagree with the following statement, ‘My direct supervisor or manager does a good job recognizing my accomplishments.’ • Strongly Agree • Somewhat Agree • Neither agree not disagree • Somewhat disagree • Strongly
  36. 36. Te Reward ProgramT h h eC C h a iz i nG G o o u p ha z n r rup• Program guiding principles: – Rewards should be given for achieving significant outstanding performance – Most effective when the gifts are meaningful to the individual – Take care in communicating and distributing rewards so they are not viewed as entitlements – Not a substitute for competitive salary structure – Rewards are not adjustments to base salary, supplemental compensation or variable pay programs (*such as commission)
  37. 37. Te Reward ProgramT h h eC C h a iz i nG G o o u p ha z n r rup• Monetary Versus Non-Monetary Rewards: – Personally congratulating employees when they do a good job – Writing personal notes about good performance – Using performance as a basis for promotion – Publicly recognizing employee for good performance – Holding moral building meetings to celebrate successes
  38. 38. T h h eC C h a iz i nGResources Te h a z n Go o u p r rup• National Assn. for Employee Recognition.• Adrian Gostick & Chester Elton. A Carrot a Day.• Jim Clemmer. How To Make Effort Rewarding. www.clemmernet/exerpts/effort_rearding.shtml• World at Work 1999 Survey & Performance- Based Work Life Programs. research/generic/html/worklife_survey_name.h tml
  39. 39. Training & Development
  40. 40. T h h eTraining o& uDevelopment T e C C h a iz i nG G r o p p ha z n r u• Promote the trainer within.• Everyone benefits when Hospital staff conducts the training.• Implement across the ENTIRE Hospital, not just certain Departments to avoid aura of exclusivity.• Explore ALL options including in-person and distance based as well as instructor-moderated and self-paced.
  41. 41. T h h eC C h a iz i nG G o o u Resources Te Trainingp p ha z n r ru• Dr. Jack Phillips. Return on Investment in Training & Development Improvement Programs.• Don Kirkpatrick. Measuring & Benchmarking Training.• Tom Davenport. Thinking for a Living. How to get Better Performance and Results from Knowledge Workers by Harvard Business School Press.• Leigh Branham. The 7 Hidden Reasons Employees Leave.• Human Capital•• HR Magazine•
  42. 42. Obtain Employee Input
  43. 43. T h h eC C h a Employee Te h a z iz i nG G o o u p n r rup Input• The people CLOSEST to your clients, systems, processes, and procedures should be the ones developing, improving, and changing them to achieve optimal performance.• Implement an IDEA GENERATION program.
  44. 44. Giving & Getting Feedback
  45. 45. T h h eC C h a iz i nG GGetting T eGiving & r o o u p ha z n rup Feedback• Formal feedback on a weekly one-on-one basis.• Informal feedback on a daily basis.
  46. 46. Communicate for Success
  47. 47. T h h Communicate T e eC C h a iz i nG G o o u p ha z n r rup for Success• You can never communicate too much.• Treat all correspondence like you’re doing patient intake or documenting patient medical history.• Communicate anticipated issues before they escalate.• Demand clarity, ask probing questions, use clarifying statements.• Consider HOW & WHEN to use written, oral, or combination of both.
  48. 48. How Are YOU Goingto Get HR On Board to Implement These Ideas?
  49. 49. A Final Thought…
  50. 50. Periodically Check In With Yourself!