How many of you participated in a performance assessment or performance appraisalAs an employer or employee?What was the experience like between the last PA and the next?Let us hear first from the employeesLet us now hear from the employersLet us stay focus on post performance appraisal
I selected this article specifically to answer questions that I had regarding post diagnosis/assessment
May I ask a volunteer to read this out?
I gleaned two guiding principles from the article:Results are the meaningful, valuable performancesProcesses: Performance technologiesWhat would strategic ambition mean: the results the organization wishes to accomplish
When is it a good time to start think about Performance Objectives?Is it before a PADuring a PAAfter a PA
Planning for Performance involves Four Main StepsWe will look at each one individually.
Distribute handouts “performance technologies” ask two or three questionsSelect two or three questions from the Technology optionWhat does this pyramid look like?
Before you begin to design, develop, and implement any performance technologies
Employees not meeting their daily, monthly, quarterly objective matrix are subjected to the following:Verbal warning, Written warning, Final Written warning, 1 Day Paid Suspension five 5 Day Unpaid Suspension (and up to termination)Problems associated with behavioral escalation path:High turnover “revolving door” phenomenonLow customer satisfactionLow morale amongst employeesFear of losing jobCompany decided to seek the assistance of a performance/learning consultant to propose a solution to help make the company:More profitableRetain the best and brightest employees Increase retain and maintain customer baseIncrease moraleCurb revolving door phenomenonMVM communications strategy: Use a diagnostic tool to identify causes that interfere with desired results including employee selection process, employee selection process, employee competencies, job definition, performance standards, employee tools & resources as well as quality of feedback and rewards for good performance.How are you going to perform the diagnosis or assessment: Interviews, focus groupsOnce your diagnosis is completed what do you do? SIX BOXES to identify the problem.What is the next step? Select your Select Performance TechnologyWhat are the Select Performance Technology Processes?
1. Designing For Performance<br />Selecting Your Performance Technology<br />
2. Designing for performance, part 2: selecting your performance technologiesBy: Watkins, R., (2007). Designing for performance, Part 2: Selecting your performance technologies. Performance Improvement, 46(2), 9-15.<br />
3. Describe systemic procedures to guide you through practical processes and valuable tools for identifying potential technologies, evaluating alternatives, and developing a system of performance-focused activities that accomplish desired results.<br />By: Watkins, R., (2007). Designing for performance, Part 2: Selecting your performance technologies. Performance Improvement, 46(2), 9-15.<br />Objective of the Article<br />
4. For intentions to be transformed into results, you have to select the right processes<br />Align strategic ambitions with practical processes to accomplish worthwhile results<br />Guiding Principles<br />
5. I found the article to be a “must read” for novice Performance Consultants; having a model or concept relating to performance design in mind when entering the industry is a definite asset. The article succeeded in helping me frame the questions I had regarding: how to leverage the findings of a performance diagnosis or assessment, to design performance solutions that produced results?<br />Position<br />
6. Performance is a combination of both behaviors (what people do) and performance (what people leave behind).<br />Performance improvementis the results to be accomplished; you need to stay focused on performancebefore you make any decisions about how those results can best be accomplished.<br />What is Performance?<br />
7. Performance Objectives define the results you wish to accomplish based on your analysis of the strategic ambitions of the organization.<br />Accomplishing these results is determined by the set of performance technologies that you select for implementation.<br />Performance Objective<br />
9. Critical for deciding which performance technologies should be selected, designed, developed, and implemented<br />Performance Technology Assessment<br />
10. Should not focus solely on problems, root causes, or quick-fix solutions, but also identify factors that will strengthen or increase results.<br />Performance Technology Analysis<br />
11. For performance technologies to accomplish valuable results, you must identify, evaluate, and select the right mix of activities. Use a systematic and comprehensive process to identify the many performance technologies available for accomplishing each performance objectives<br />Performances Technologies Selection<br />
12. Confirm that the selected mix of performance technologies is adequately aligned with the desired results <br />&<br />Verify that each performance technology is clearly linked to the results of the performance analysis and the performance objectives<br />Performance Technology Alignment<br />
13. Performance Improvement Strategy<br />First month: Verbal warning<br />Second month: Written warning<br />Third month: Final Written warning, 1 Day Paid Suspension five 5 Day Unpaid Suspension (and up to termination)<br />Case StudyEmployee Performance Improvement Strategy<br />