Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
This presentation is part of a case study competition completed jointly by Akshay Ravindran, Avinav Prakash & Gautam Jayasurya of TISS HRM & LR 2017-19.
Continuous Performance Management: How To Make It WorkJosh Bersin
The new world of continuous performance management has arrived. In this presentation we show the 7 practices and give some examples of how to implement this important new management and HR model.
Getting People to Talk : Creating a Culture of Continuous Performance Manage...Bhupesh Chaurasia
The need to more effectively engage employees coupled with advances in social, mobile, and cloud technology have created an explosion of innovation in continuous performance management methods. The primary goal of continuous performance management is to create effective ongoing conversations and feedback between employees, managers,and coworkers to drive agile and continuous performance improvement and development.Putting continuous performance management into practice involves much more than creating a new
process or deploying a new application.
Effective employee performance management remains one of the biggest challenges for today’s organizations. On one hand, performance management is critical for the engagement, retention, and productivity of today’s workforce. On the other hand, it is becoming more and more clear that today’s performance management processes are almost never sufficient to support managers in driving the best possible performance from their employees.
Continuous Performance Management - An Adoption RoadmapGautam Jayasurya
This presentation is part of a case study competition completed jointly by Akshay Ravindran, Avinav Prakash & Gautam Jayasurya of TISS HRM & LR 2017-19.
Analyzing the Re-invented Performance Management - A Deloitte Case StudyTathagata Banerjee
In every organization one of the most important asset is the human capital. The team that makes
the company sustainable. Based on different hierarchy of different organizations, the
“management” tries to analyze the behavior, measure the performances against some set
benchmark and help to develop the skill set of the “employee” to align them as per the strategic
goals of the organization. This continuous push for higher performance is the main reason for
“Employee” Performance management.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
Work has changed, so why haven’t our leadership strategies? Today’s organizations are idea factories, constantly trying to keep up in a competitive, innovative global marketplace. Gone are the days when leadership meant keeping track of clear, steady progress towards well-defined goals. We’re living in a creative economy, and leading top talent means understanding how learners are motivated. In this session, explore the paradox of psychological safety, the role of control and the myth of money as motivation. Learn how to ditch the habits that are holding your leaders, your teams and your organizations back, and explore new tools for leading the workforce of the future.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
Analyzing the Re-invented Performance Management - A Deloitte Case StudyTathagata Banerjee
In every organization one of the most important asset is the human capital. The team that makes
the company sustainable. Based on different hierarchy of different organizations, the
“management” tries to analyze the behavior, measure the performances against some set
benchmark and help to develop the skill set of the “employee” to align them as per the strategic
goals of the organization. This continuous push for higher performance is the main reason for
“Employee” Performance management.
iDesign X 2015: Designing for PerformanceCon Sotidis
iDesignX Conference - 25 Feb 2015
Presentation focusing on the importance of Performance Consulting and Business Alignment when designing learning interventions.
How Great Leaders Drive Results via Accountability and Employee EngagementForum Corporation
A look at the results from our Fall 2014 survey looking at the the relationship between accountability and employee engagement in the workplace. You can view the webinar here: https://www1.gotomeeting.com/register/137288832
Putting the "Strategic" in Strategic Business PartnerVisier
Deloitte University Press’s recent “Global Human Capital Trends 2014” report identified that re-skilling HR is a “top three” priority for enterprises worldwide. Yet only 15 percent of organizations say they are ready to respond to this trend, and even fewer (11 percent) say they are ready to implement workforce analytics.
What is driving this trend? How does the re-skilling of HR relate to workforce analytics? Find out how to put the "strategic" in Strategic Business Partner.
View the full webinar recording here:
http://www.visier.com/lp/putting-strategic-in-strategic-business-partner/
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
Work has changed, so why haven’t our leadership strategies? Today’s organizations are idea factories, constantly trying to keep up in a competitive, innovative global marketplace. Gone are the days when leadership meant keeping track of clear, steady progress towards well-defined goals. We’re living in a creative economy, and leading top talent means understanding how learners are motivated. In this session, explore the paradox of psychological safety, the role of control and the myth of money as motivation. Learn how to ditch the habits that are holding your leaders, your teams and your organizations back, and explore new tools for leading the workforce of the future.
Professional Growth and Employee Engagement (Part 1)Stephen Shinnan
Professional growth, career growth, and feeling one makes a contribution are consistently the most important drivers of employee engagement in most organizations. Get these right, and you have a much better chance of having a high level of engagement. However, the quintessential challenge faced by most organizations in today’s day and age is that the traditional approaches to career have changed, and there just aren’t enough positions to satisfy all of that talent that need a promotion to stay engaged.
Join Norm Baillie-David as he discusses the role of professional growth in employee engagement, and shares how the most successful organizations are meeting this challenge head on. The results may surprise you!
We've been studying employee engagement for the last 25 years. What have we learnt in that time and what is next for the study and practice of employee attitudes and leadership?
Clarity on engagement accountability is first needed before one can even try improving employee engagement inside an enterprise. But, accountability is different for every level in an organization, including individuals, managers and executives.
Chris Rice, author and head of BlessingWhite, a division of GP Strategies, shares perspectives from the consulting work done by BlessingWhite (specific to the role of senior leaders in engagement). Most employees are exposed to these executives only in corporate statements, town hall meetings or other one-to-many communications. So how does an executive set the tone and inspire others when their opportunities to do so are few and they are seen as being so remote?
Join us for this TrainingIndustry.com webinar sponsored by GP Strategies, as Rice discusses the important role senior executives must play in building a culture where employee engagement is a way of delivering superior business results.
This webinar explores easy-to-understand insights on:
•Distinguishing an executive’s role from that of a manager when it comes to building engagement
•Pitfalls executives face when trying to deal with employee engagement
•Practical tools executives can use to keep their efforts, and themselves, on track
Follow the conversation on Twitter: #EmployeeEngagement
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Sink or Swim? Supporting the Transition to New Manager | Webinar 04.28.15BizLibrary
Newly promoted managers face long odds for success. In fact, most of them fail. The sad truth of the matter is the failure rates for newly promoted managers can be attributed more to organizational failures than to the failures or shortcomings of the managers themselves. So, what can we do as HR and learning professionals to change the odds of success? In this program, Chris Osborn of BizLibrary will discuss effective strategies to tilt the odds towards success. After all, we promote people because we see them having the potential to succeed in their next role. So let's figure out effective ways to facilitate that success with changes in our approach to learning and development, support, and socialization.
www.bizlibrary.com
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
5 Essentials to Modern Performance ManagementSaba Software
The way we work today has changed. When it comes to modernizing the performance management process in an organization, annual reviews and competencies don’t cut it anymore. Focusing on informal performance check-ins is a start, but it’s not enough.
In this presentation, we discuss how you can make a strategic shift in your performance management program with the 5 essential elements to creating a high-performance culture.
Gain insights into:
• Why—and how—organizations that engage in strategic performance management outperform their competitors
• Best practices for implementing performance processes that align, engage and inspire your people
• And how it all integrates into your talent management framework
As performance management continues to evolve from an isolated HR-driven process to an intrinsic part of everyday business rhythms, discover why you should emphasize increased engagement through employee satisfaction and contribution.
Lessons learned from working with thousands of SMB clients - Entrepreneurs Organization presentation - EO New Jersey - Oct 2014.
Management in the Digital Age
We are entering an era of “Digital Darwinism,” when society and technology is evolving faster than many companies can adapt. More specifically, it is the way we manage people that has struggled to keep pace with the rate of change. We need to reinvent management
Using Radical Transparency to drive Accountability and Engagement
Despite good intentions, most EO business leaders make the same fundamental mistake when they set goals for their people. Learn what really works and what doesn’t in terms of engaging and motivating your people, and holding them accountable for performance - based on direct observations of more than 5000 clients.
Key Performance Indicators - the right way
Research shows that 92% of companies do a poor job of measuring KPI's. Learn how to choose and track the key measures that will drive the success of your current business model, and drive the key functional areas of your company (the outcomes for this workshop are even more powerful if other members of your leadership team are present)
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in his workshop.
A talk by Aaron Adams
Partner - HR Strategy & Alignment, Engagedly
Change is never going to be slower than it is today...isn't that the truth. With a significant number of the workforce having to work remotely we'll discuss ways to keep employees engaged and manage performance.
Watch REPLAY here:
https://leading-in-crisis.turnkeycoachingsolutions.com/talks/remote-work-onboarding-for-improved-performance-during-times-of-chaos/
**Leading in a Crisis Free Virtual Summit 40+ Speakers:**
https://leading-in-crisis.turnkeycoachingsolutions.com/
This presentation was presented by Rami Barqouni on how to manage and develop your field service techs into talents benefitting your business and organizational strategy
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
2. • Insight Experience helps leading companies
develop leaders and execute strategy
• We create dynamic business simulation and
leadership development experiences that
connect leadership to business results
• We work globally across industries, at all levels of
management, with a focus on Fortune 1,000
clients
About Insight Experience
2
4. »Worked on a service
excellence initiative for
mid-level managers and
executives
»Modeled the business and
“uncovered” the dynamic
of the Service Profit Chain
Connecting Leadership to Business Results
Our experience and a little history
4
» Engaged to help solve an
employee retention
challenge
»Based on detailed company
metrics, added “people”
drivers with operations and
economic drivers to truly
mirror their business system
5. Leadership creates
shareholder value:
Leadership and Business Results
What’s the data now?
5 SOURCE: Bersin by Deloitte: Global Human Capital Trends 2015
+15.7%
Equity premium on
organizations perceived to
have effective leadership
–19.8%
Equity discount on
organizations perceived to
have ineffective leadership
+15.7%
-19.8%
Leadership, culture and
engagement are now real
business issues:
87%
86%
Culture and
Engagement
Leadership Gaps
PERCENT RATING TREND IMPORTANT
7. 28 research studies show a correlation
between employee engagement and:
Employee
Engagement
Service
Sales
Quality
Safety
Retention
Sales,
Profit and
Total
Shareholder
Returns
Why is engagement important?
7 SOURCE: Cited by Kevin Kruse, Forbes
8. • A study of 64
organizations revealed
that organizations with
highly engaged employees
achieve twice the
annual net income of
organizations whose
employees lag behind on
engagement.
The Data is In…
• Study of 23,910 business
units compared top
quartile and bottom
quartile engagement
scores and found that
those in the top quartile
averaged 12% higher
profitability.
8
SOURCE: The Impact of Employee
Engagement. Kenexa
SOURCE: Gallup Q12
Meta-Analysis, Gallup
9. Question: What do you believe are the key drivers
of engagement in your organization?
9
10. The Flow of Employee Engagement
10
SOURCE: Beyond Engagement;
IBM Software technical white paper, 2014
Organizational
Policies and
Practices
Leadership and
Managerial
Behaviors
Engagement
Discretionary
Effort
Higher Team,
Individual and
Organizational
Performance
11. The Flow of Employee Engagement
11
SOURCE: Beyond Engagement;
IBM Software technical white paper, 2014
Organizational
Policies and
Practices
Leadership and
Managerial
Behaviors
Engagement
Discretionary
Effort
Higher Team,
Individual and
Organizational
Performance
Behaviors Reinforcing:
• Confidence and Trust
• Recognition and Respect
• Growth and Development
• Work and Balance
12. In the most engaged organizations,
the areas that scored highest were:**
Drivers of Employee Engagement
12
SOURCES: *Dale Carnegie/MSW Research
**Quantum Workplace; 2013 Employee Engagement Trends Report
Relationship with immediate supervisor
Belief in senior leadership
Pride in working for the company
Employee
Engagement*
1
2
3
Trust in Senior
Leaders
Feeling
Valued
Retention
13. There is zero correlation between the prominence of corporations’
values (as touted online) and the firms’ performance.
Trust and Integrity: the power is with your people
13 SOURCE: The Value of Corporate Culture, Guiso, Spienza, Gonzales, 2013
What matters instead is employees’
assessments of companies’ integrity.
High levels of
perceived integrity
are associated with
PERCEIVED
INTEGRITY
higher
productivity and
profitability.*
PRODUCTIVITY&
PROFITABILITY
20. How Leaders Spend their Time is Critical
20
The bulk of manager time is spent
on essential but low impact
management tasks…
… leaving little time for
high-value leadership activities
SOURCE: Workboard.com
• Monitor middle management initiatives
• Deal with administrative matters and emails
• Conduct meetings for operational improvements
SENIOR
• Assign multiple people to the same initiative
• Request frequent progress reports on initiatives
• Review justifications for decisions from below
MIDDLE
• Produce data for reporting
• Seek approval for decisions
• Complete forms and reports
FRONTLINE
• Coach and motivate direct reports
• Communicate the company’s vision and strategy
• Analyze future trends
SENIOR
• Empower frontline managers to stretch themselves
• Set performance goals
• Share best practices across teams
MIDDLE
• Deal with under-performance, reward positive results
• Know each individual personally
• Create and share clear and tangible business targets
FRONTLINE
21. Executive Time Allocation (Current Period)
This title will not show up here
We will update the graphs so the
colors look a little more integrated
(I.e. white background, black
foreground, etc)
21
29. The data shows that the vast majority of leaders
are not engaging in crucial moments that could
help employees see them as trustworthy, despite
companies’ vast expenditures on reorganizations
and change initiatives.
The Key Leadership Levers at work
29 SOURCE: The Top Complaints from Employees About Their Leaders
31. The Unique Dynamics of Trust
• Trust’s power lies with the giver
• Trust has no value until given away
• It takes a long time to build, but an instant to destroy
When
trust isHIGH
it multiplies the
GOOD
BAD
and filters the
When
trust isLOW
it multiplies the
BAD
GOOD
and filters the
32. Dynamics of Trust: How Employees React
32
HIGH TRUST LOW TRUST
Make Good
Decisions/
Do the Right Thing
Make a Mistake/
Do the Wrong
Thing
33. Dynamics of Trust: How Employees React
33
HIGH TRUST LOW TRUST
Make Good
Decisions/
Do the Right Thing
• Reinforces Positive
Cycle
• Builds trust
• Positive feedback
• Get Feedback
• Action
Make a Mistake/
Do the Wrong
Thing
34. Dynamics of Trust: How Employees React
34
HIGH TRUST LOW TRUST
Make Good
Decisions/
Do the Right Thing
• Reinforces Positive
Cycle
• Builds trust
• Positive feedback
• Get Feedback
• Action
Make a Mistake/
Do the Wrong
Thing
• Get the benefit of
the doubt
• Assume good intent
• Get feedback
35. Dynamics of Trust: How Employees React
35
HIGH TRUST LOW TRUST
Make Good
Decisions/
Do the Right Thing
• Reinforces Positive
Cycle
• Builds trust
• Positive feedback
• Get Feedback
• Action
• Suspicious
• Wait for “the truth”
to emerge
• No Feedback
• Inaction
Make a Mistake/
Do the Wrong
Thing
• Get the benefit of
the doubt
• Assume good intent
• Get feedback
36. Dynamics of Trust: How Employees React
36
HIGH TRUST LOW TRUST
Make Good
Decisions/
Do the Right Thing
• Reinforces Positive
Cycle
• Builds trust
• Positive feedback
• Get Feedback
• Action
• Suspicious
• Wait for “the truth”
to emerge
• No Feedback
• Inaction
Make a Mistake/
Do the Wrong
Thing
• Get the benefit of
the doubt
• Assume good intent
• Get feedback
• What I expected…
• Confirms my belief
• Status Quo
• No Feedback
• Inaction