Acing Performance Management - Harjeet Khanduja
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Develop ability to think critically and strategically about employee performance and decode what drives your people to do their best. Harjeet Khanduja Sr. VP HR, Jio
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Welcome Take a method and try it. If it fails, ad.docx
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"Take a method and try it.
If it fails, admit it frankly, and try another.
But by all means, try something.“
-Franklin D. Roosevelt
1 - 2
IS 628 Total Quality Management
Welcome
Hey Prof,
I completed a major graduate internship at Montefiore Medical Center 3
weeks ago and just received a full time offer as a supervisor at the CMO
division at Montefiore. During my internship I did a lot of performance
improvement work as well as Excel analysis. I must say your class really
helped out because I was able to apply methodologies as well as
systematic tools/flow maps to help my department be more efficient to
improve patient experience.
… 2011-2012 MBA IS628 Student
1 - 3
Grades
A
“Calculation”
(for a society that insists on the chaotic measurement of the unknowable)
Class Participation 40%
Midterm 15%
Final 15%
Homework 15%
Project 15%
100%
1 - 4
What do I want from you?
Get it… and Live it
Knowing about something vs Knowing it
Move from education to application
Information to Transformation
Who are you…
Newbies… Introduce yourself
• Name
• Where are you coming from before class?
• Work Experience
• Hobby or Interest
• What do you want from your education?
• Expectations that the MBA will provide to you
• What specifically do you want from me?
1 - 6
DRAFT
Schedule
12
Classes
You only have me
for 36 hours.
Use me to get what
you need.
Iona IS628 TQM Winter Trimester 2015-2016
Date Class Location Subject / Guest Speaker / Comments
11/18/15 1 Iona
Getting to Know Each Other
Chapter 1. Differing Perspectives on Quality
11/25/15 No Class
12/2/15 2 Iona
Chapter 2. Quality Theory
Chapter 3. Global Quality & Int'l Quality Standards
Chapter 4. Strategic Quality Planning
12/9/15 3 Iona
Chapter 5. The Voice of the Customer
Chapter 6. The Voice of the Market
Chapter 7. Quality & Innovation in Process Design
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12/23/15 No Class
12/30/15 No Class
1/6/16 5 NWH Maria Hale, VP Patient & Family Advocacy
1/13/16 6 NWH Kate O’keefe, VP Quality Management
1/20/16 7 Iona
Chapter 8. Designing Quality Services
Chapter 10. The Tools of Quality
1/27/16 8 Iona
Chapter 12. Statistically Quality Improvement for Attributes
Chapter 13. Six-Sigma Management and Lean Tools
2/3/16 9 Iona
Chapter 14. Managing Teams and Projects
Chapter 15. Implementing and Validating
2/10/16 10 Iona Presentations (2 groups)
2/17/16 11 Iona Presentations (2 groups)
2/24/16 12 Iona Wrap-up & Final
Project
Board of Trustees
Presentations During the
Last 2 Classes
1 - 8
The Board’s
Overall Strategic Initiatives
To be the leader in patient centered care
Top 10% in nationally accepted clinical and service
quality indicators
Employer of choice
Reduce the cost of care by 20% over 5 years
1 - 9
The Board has Strategi.
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Performance management
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
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– How many OKRs you should have
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– How to measure, score, and learn from OKRs
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This document discusses Standards and Satisfaction (SnS) at AIESEC. It defines SnS as meeting quality standards to deliver on the leadership development promise. The 16 Standards and Team Minimum provide criteria for exchange programs. Success is measured by Net Promoter Score (NPS) surveys. Local committees must implement the standards, respond to issues fast through "firefighting," and conduct regular reviews to improve NPS scores and satisfy customers. International policies like the Exchange Program Policies must also be followed to ensure quality worldwide.
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This document provides 14 tips for using OKRs (Objectives and Key Results) for goal setting and performance management. It discusses defining OKRs, setting them quarterly, writing them well, breaking strategy into clear goals, not confusing tasks with goals, cascading goals through the organization, limiting the number of goals, starting team meetings with goals, doing weekly progress check-ins, focusing on "small wins", planning and launching OKRs, and trying example OKRs. The overall message is that using OKRs can help align teams, focus effort, and drive results by setting clear and measurable goals.
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This document discusses driver diagrams as a tool for communicating a theory of practice improvement. It begins by explaining that a driver diagram shows the working theory of the most highly leveraged changes needed to achieve desired outcomes. It then contrasts two typical approaches - incoherent activity and setting goals without methods - to improvement.
The bulk of the document provides guidance on developing effective driver diagrams. It explains that driver diagrams have an aim, primary drivers that directly influence the aim, and secondary drivers that influence the primary drivers. Examples are given and tips provided for crafting the different elements of the diagram. The document concludes by discussing how and when driver diagrams should be developed and refined, emphasizing testing and iteration.
Welcome Take a method and try it. If it fails, ad.docx
Welcome
"Take a method and try it.
If it fails, admit it frankly, and try another.
But by all means, try something.“
-Franklin D. Roosevelt
1 - 2
IS 628 Total Quality Management
Welcome
Hey Prof,
I completed a major graduate internship at Montefiore Medical Center 3
weeks ago and just received a full time offer as a supervisor at the CMO
division at Montefiore. During my internship I did a lot of performance
improvement work as well as Excel analysis. I must say your class really
helped out because I was able to apply methodologies as well as
systematic tools/flow maps to help my department be more efficient to
improve patient experience.
… 2011-2012 MBA IS628 Student
1 - 3
Grades
A
“Calculation”
(for a society that insists on the chaotic measurement of the unknowable)
Class Participation 40%
Midterm 15%
Final 15%
Homework 15%
Project 15%
100%
1 - 4
What do I want from you?
Get it… and Live it
Knowing about something vs Knowing it
Move from education to application
Information to Transformation
Who are you…
Newbies… Introduce yourself
• Name
• Where are you coming from before class?
• Work Experience
• Hobby or Interest
• What do you want from your education?
• Expectations that the MBA will provide to you
• What specifically do you want from me?
1 - 6
DRAFT
Schedule
12
Classes
You only have me
for 36 hours.
Use me to get what
you need.
Iona IS628 TQM Winter Trimester 2015-2016
Date Class Location Subject / Guest Speaker / Comments
11/18/15 1 Iona
Getting to Know Each Other
Chapter 1. Differing Perspectives on Quality
11/25/15 No Class
12/2/15 2 Iona
Chapter 2. Quality Theory
Chapter 3. Global Quality & Int'l Quality Standards
Chapter 4. Strategic Quality Planning
12/9/15 3 Iona
Chapter 5. The Voice of the Customer
Chapter 6. The Voice of the Market
Chapter 7. Quality & Innovation in Process Design
12/16/15 4 Iona Joel Seligman, CEO of Northern Westchester Hospital
12/23/15 No Class
12/30/15 No Class
1/6/16 5 NWH Maria Hale, VP Patient & Family Advocacy
1/13/16 6 NWH Kate O’keefe, VP Quality Management
1/20/16 7 Iona
Chapter 8. Designing Quality Services
Chapter 10. The Tools of Quality
1/27/16 8 Iona
Chapter 12. Statistically Quality Improvement for Attributes
Chapter 13. Six-Sigma Management and Lean Tools
2/3/16 9 Iona
Chapter 14. Managing Teams and Projects
Chapter 15. Implementing and Validating
2/10/16 10 Iona Presentations (2 groups)
2/17/16 11 Iona Presentations (2 groups)
2/24/16 12 Iona Wrap-up & Final
Project
Board of Trustees
Presentations During the
Last 2 Classes
1 - 8
The Board’s
Overall Strategic Initiatives
To be the leader in patient centered care
Top 10% in nationally accepted clinical and service
quality indicators
Employer of choice
Reduce the cost of care by 20% over 5 years
1 - 9
The Board has Strategi.
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www.bizlibrary.com/webinars
Interview Preparation for Team Lead.pptx
The document provides information for an interview for a Team Leader position. It includes sections for introducing oneself, describing the duties and responsibilities of a Team Leader, why the candidate wants to be a Team Leader and what extra they will provide, why they should be hired, how they will lead a team, details on leave policies, the three pillars of Tech Mahindra, targets to meet, definitions of KPIs and KRAs, and a glossary of terms.
Performance management
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Similar to Acing Performance Management - Harjeet Khanduja (20)
Executing Strategy with Discipline of Execution.pptx
Executing Strategy with Discipline of Execution.pptx
Induction about Standards and Satisfaction in Local Committee level
Induction about Standards and Satisfaction in Local Committee level
Taking the Pain Out of Performance Reviews - Webinar 07.30.14
Taking the Pain Out of Performance Reviews - Webinar 07.30.14
EO Accelerator San Francisco Presentation 13 Jun 2016
EO Accelerator San Francisco Presentation 13 Jun 2016
Welcome Take a method and try it. If it fails, ad.docx
Welcome Take a method and try it. If it fails, ad.docx
Taking the Pain Out of Performance Reviews - Webinar 03.20.14
Taking the Pain Out of Performance Reviews - Webinar 03.20.14
Taking the Pain Out of Performance Reviews - Webinar 10.13.14
Taking the Pain Out of Performance Reviews - Webinar 10.13.14
Recently uploaded
Case Study : Mentoring at Roscoe Property Management
Case Study : Mentoring at Roscoe Property Management
HRMantra: AI-Powered HR Automation for the Modern Workplace
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Webinar - How to Craft a Winning Compensation Strategy
Join Payscale’s HR team as they discuss how to rethink and build a better compensation strategy that works for your organization.
The Rules Do Apply: Navigating HR Compliance
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
高仿迈阿密大学毕业证（um毕业证）硕士文凭证书原版一模一样
原版一模一样【微信：741003700 】【迈阿密大学毕业证（um毕业证）硕士文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
原版制作英属哥伦比亚大学毕业证研究生文凭证书原版一模一样
原版一模一样【微信：741003700 】【英属哥伦比亚大学毕业证研究生文凭证书】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
加急制作美国密歇根州立大学毕业证（msu毕业证书）本科文凭原版一模一样
原版一模一样【微信：741003700 】【美国密歇根州立大学毕业证（msu毕业证书）本科文凭】【微信：741003700 】学位证，留信认证（真实可查，永久存档）offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原海外各大学 Bachelor Diploma degree, Master Degree Diploma
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
How to write job description to attract talents
JD must blend with job responsibilities, work culture, benefits, and work mode
学校原版(curtin毕业证书)澳洲科廷科技大学毕业证双学位证书原版一模一样
原版定制【微信:bwp0011】《(curtin毕业证书)澳洲科廷科技大学毕业证双学位证书》【微信:bwp0011】成绩单 、雅思、外壳、留信学历认证永久存档查询，采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信bwp0011】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信bwp0011】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
Why you need to recognize your employees? (15 reasons + tips)
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
Recently uploaded (12)
Case Study : Mentoring at Roscoe Property Management
Case Study : Mentoring at Roscoe Property Management
HRMantra: AI-Powered HR Automation for the Modern Workplace
HRMantra: AI-Powered HR Automation for the Modern Workplace
Webinar - How to Craft a Winning Compensation Strategy
Webinar - How to Craft a Winning Compensation Strategy
Why you need to recognize your employees? (15 reasons + tips)
Why you need to recognize your employees? (15 reasons + tips)
Acing Performance Management - Harjeet Khanduja
- 3. Acing Performance Management A perspective by Harjeet Khanduja Applaus
- 5. GROUND RULE
- 6. LIFE IS ALL ABOUT HOW WE SEE THINGS
- 7. The presentation has movie references. NO PARENTAL GUIDANCE REQUIRED However, Please try at your own risk. Images are used for educational purpose. Copyright is with the owner.
- 9. Who do you
- 10. Who is a
- 11. Potential is not Performance Insight 1
- 12. Is this
- 13. Is this
- 15. Performance is Context Driven Insight 2
- 16. Who is this?
- 17. Same Job Not paid enough, still they perform
- 18. Performance is not Money Driven always Insight 2.1 Tukaram
- 22. Alignme nt
- 32. Model 2 Balanced
- 33. Strategy Map
- 35. Overall
- 37. Who performed Better? Revenue - 60 Crores Revenue - 20 Crores
- 38. Now who performed Better? Revenue - 60 Crores Cost - 60 Crores Revenue - 20 Crores Cost - 5 Crores
- 39. Targets change the world Blackberry changed the industry Insight 10
- 40. Set
- 41. Give Weightage
- 47. Balance d Scoreca rd BSC is like a Santa Clause
- 48. VUCA World Volatile, Uncertain, Complex and Ambiguous, Objectives change
- 49. Catch up with the world
- 50. Model 3 Intel,
- 51. Credit: Dana Wu
- 53. TYPES OF Model 4
- 54. Model 5 Instant feedback, Defined Parameters, Tipping Uber Model
- 56. Why we chose to be scientist Insight 14
- 57. Do you share the same dream State to Country, Strike, McDonald Insight 15
- 60. Shared Privately Goal Alignment, Punjab, Doctor Stand Straight, Senior player Insight 17
- 62. Rewar ds Linkage, MOM, Non Monetary, 25K Insight 18
- 65. How to improve performance Performance Score 1 0 1 0 7 0 7 0 8 0 8 0 10 0 10 0 Average - 65 7 0 7 0
- 72. Summary Banking
- 73. Whale Done
- 74. Follow on Insta Today, I will follow you back HarjeetKhanduja
- 75. Currently 50% discount going on…
- 76. We need change agents like you all. To drive this movement. Let’s do it! The CHRO Mindset HROne Masterclass HROne PROPEL Thought Leadership Quarterly Virtual Roundtables Monthly Webinars