The document discusses encouraging employees and managers to focus on long-term organizational health in addition to short-term performance. It provides three principles for companies to consider when building measures of long-term health into their performance management systems: rooting out unhealthy habits, prioritizing core values, and keeping health metrics simple but meaningful. Adopting these principles can help ensure people management supports long-term success over short-term gains.
This document discusses encouraging employees and managers to take a long view and focus on an organization's long-term health, not just short-term performance. It suggests three ways for leaders to build health into performance management:
1. Root out unhealthy habits like tolerating poor performers or mixed messages about priorities.
2. Prioritize values like respect, integrity and long-term thinking, then measure leadership qualitatively against clear standards.
3. Keep health measures simple but meaningful, tailored to roles, not just top-up incentives. Thorough evaluations and discussions are needed.
Performance management note by Jayadeva de SilvaSelf-employed
Performance management is a systematic process for improving organizational performance by developing individual and team performance. It involves establishing shared goals and standards to increase the probability of achieving success. Performance evaluation identifies, measures, and influences job performance against set norms and standards over a period of time to achieve various purposes like communicating vision, setting targets, identifying strengths/weaknesses, and determining rewards. Performance appraisal assesses the degree of accomplishing tasks and provides feedback to influence human resource management. There are various appraisal methods like rating scales, objective comparisons, critical incidents, and behaviorally anchored rating scales.
This document discusses reward management and salary/wage administration. It covers several key points:
1. Salaries and wages are an important part of compensation that motivate workers by providing a means to earn a living. Employers must pay reasonable salaries on time and uniformly.
2. Salary administration involves classifying jobs, evaluating compensation, and ensuring pay is appropriate within the organization and market. Elements include periodic payroll and ongoing monitoring and evaluation.
3. Several motivation theories are described, including Maslow's hierarchy of needs, ERG theory, equity theory, goal-setting theory, and McGregor's Theory X and Y. Money plays multiple motivational roles as a reinforcer, incentive, anxiety reducer,
Issues of performance and rewardsmanagementSelf-employed
This document discusses several compensation practices and their potential impacts. It notes that forced performance distributions can demotivate solid performers and encourage dysfunctional behaviors by managers. It also discusses how backloading compensation to reward tenure can benefit both employees and employers by incentivizing knowledge accumulation. The document recommends piloting any new programs and carefully considering both intended and unintended impacts of compensation changes through monitoring and research.
The chapter discusses preparing organizations for the implementation of teams. Key steps include establishing awareness of the need for change, forming a steering committee to guide the change effort, developing a vision for what the organization could look like with teams, drafting a detailed plan to move toward that vision, providing leadership and support for the changes, and following through on the change plan. It also covers selecting and assessing potential team members, providing training on both technical and team skills, and common mistakes to avoid when training teams. The overall goal is to systematically prepare both the organization and individuals for the transition to a team-based approach.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
This document discusses encouraging employees and managers to take a long view and focus on an organization's long-term health, not just short-term performance. It suggests three ways for leaders to build health into performance management:
1. Root out unhealthy habits like tolerating poor performers or mixed messages about priorities.
2. Prioritize values like respect, integrity and long-term thinking, then measure leadership qualitatively against clear standards.
3. Keep health measures simple but meaningful, tailored to roles, not just top-up incentives. Thorough evaluations and discussions are needed.
Performance management note by Jayadeva de SilvaSelf-employed
Performance management is a systematic process for improving organizational performance by developing individual and team performance. It involves establishing shared goals and standards to increase the probability of achieving success. Performance evaluation identifies, measures, and influences job performance against set norms and standards over a period of time to achieve various purposes like communicating vision, setting targets, identifying strengths/weaknesses, and determining rewards. Performance appraisal assesses the degree of accomplishing tasks and provides feedback to influence human resource management. There are various appraisal methods like rating scales, objective comparisons, critical incidents, and behaviorally anchored rating scales.
This document discusses reward management and salary/wage administration. It covers several key points:
1. Salaries and wages are an important part of compensation that motivate workers by providing a means to earn a living. Employers must pay reasonable salaries on time and uniformly.
2. Salary administration involves classifying jobs, evaluating compensation, and ensuring pay is appropriate within the organization and market. Elements include periodic payroll and ongoing monitoring and evaluation.
3. Several motivation theories are described, including Maslow's hierarchy of needs, ERG theory, equity theory, goal-setting theory, and McGregor's Theory X and Y. Money plays multiple motivational roles as a reinforcer, incentive, anxiety reducer,
Issues of performance and rewardsmanagementSelf-employed
This document discusses several compensation practices and their potential impacts. It notes that forced performance distributions can demotivate solid performers and encourage dysfunctional behaviors by managers. It also discusses how backloading compensation to reward tenure can benefit both employees and employers by incentivizing knowledge accumulation. The document recommends piloting any new programs and carefully considering both intended and unintended impacts of compensation changes through monitoring and research.
The chapter discusses preparing organizations for the implementation of teams. Key steps include establishing awareness of the need for change, forming a steering committee to guide the change effort, developing a vision for what the organization could look like with teams, drafting a detailed plan to move toward that vision, providing leadership and support for the changes, and following through on the change plan. It also covers selecting and assessing potential team members, providing training on both technical and team skills, and common mistakes to avoid when training teams. The overall goal is to systematically prepare both the organization and individuals for the transition to a team-based approach.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
Organisational Health Audits assess through a collaborative process ways organisational and employee performance and well-being can be improved based on Human Activity System (HAS) criteria.
The approach taken recognizes that organisational performance and employee well-being are interconnected, and uses a Human Activity Systems (HAS) model to identify interdependent and interacting factors.
1) Reward systems are an important tool for organizations to motivate employees and improve performance. They can include both monetary rewards like bonuses and salary increases as well as non-monetary rewards like praise and recognition.
2) An effective reward system should link rewards to clearly defined performance standards and distribute them in a way employees perceive as fair. This helps build commitment to the organization and motivate high-quality work.
3) Both intrinsic and extrinsic rewards can motivate employees. Intrinsic rewards are those inherent to the job itself, while extrinsic rewards come from outside the job, like bonuses. Organizations should consider both types of rewards to optimize employee motivation.
This document discusses reward systems and performance measurement in organizations. It makes three key points:
1. Reward systems are a critical part of organizational design that can influence employee attraction/retention, motivation, skills/knowledge, culture, structure, and costs if properly aligned with business strategy and organizational design.
2. Performance measurement provides quantitative data on products, services, and processes to understand, manage, and improve organizational performance against goals. Measures fall into categories like effectiveness, efficiency, quality, and timeliness.
3. Designing effective performance measurement systems presents challenges around measuring non-financial metrics, choosing appropriate measures aligned with goals/strategies, and using results to drive improvement. Proper goal-setting and
Organizations can gain a competitive advantage through effective human resource management policies that lead to committed employees. This document discusses key aspects of human resource management, including recruiting employees, rewarding and motivating staff, and managing employment termination. It emphasizes that recruiting the right individuals, providing rewards, and establishing fair HR policies are essential to retaining talented workers. Change management aims to transition organizations to a desired future state through structures and tools that minimize negative impacts while accelerating benefits.
The Organizational Health Index (OHI) measures nine elements of organizational health that directly impact financial performance. It benchmarks companies against competitors and high performers. The OHI identifies four organizational "archetypes" to help companies understand which management practices are most important. It provides a roadmap for improving practices in areas linked to better performance. Regular surveys track progress and help companies strengthen their health over time.
This report is based on a survey of HR function leaders and business leaders in India. It identifies the major emerging trends that will define the workplace of the future.
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
How great leaders drive results through employee engagementPetra Smith
The document discusses how employee engagement is critical for business success. It summarizes research showing that companies with high employee engagement have lower costs, higher customer satisfaction, and increased profits compared to companies with disengaged workforces. The document asserts that employee engagement results from leaders who build a positive team climate, act in a trustworthy manner, and understand and respond to individual employee needs. It describes how leaders influence the workplace "climate" through their actions and how creating the right climate leads to engaged and motivated employees who boost business performance.
8
This document provides a case study about redundancies and human resource management issues at a company called Utilities Co. The company set a deadline to slash 120 jobs, targeting middle and senior managers. However, the redundancies negatively impacted customer service and caused widespread stress among remaining employees. Conflict arose between the CEO and HR manager Maree over the redundancy process and list. Maree felt the CEO was targeting older workers and not involving HR strategically. The union intervened and Maree eventually resigned due to the CEO's anger issues. The document analyzes various HRM, ethical, health, and legislative issues surrounding the redundancies.
Strategic management Unit 1 Baseline InformationDr K R Kumar
This document provides an introduction to strategic management. It defines strategy and discusses key aspects of strategic management including vision and mission statements, analyzing the external environment, the importance of corporate governance, and considering social responsibilities. It also outlines Porter's five forces model for analyzing industry competition. The document is intended to give MBA students an overview of the key concepts and framework involved in strategic management.
The Organizational Health Index (OHI) is a diagnostic tool developed by McKinsey & Company to measure and track the key organizational elements that drive financial performance. The OHI provides leaders with a simple framework to assess 12 elements in five categories: direction, accountability, coordination & control, external orientation, and capabilities. It helps identify areas for improvement and inspires leaders to take actions that enhance organizational health.
Employee Recognition: Elements Of An Effective Programjeff_burkhardt
This document discusses the elements of an effective employee recognition program. It begins by outlining the benefits of employee recognition programs, such as increased productivity and retention. However, it notes that while many companies have recognition programs, few are truly effective. The document then examines the key elements needed for an effective program, including institutional elements like aligning the program with company values and goals, administrative elements like management support and budgeting, and operational elements like criteria, delivery methods, and awards. It emphasizes that an effective program requires elements in all three areas and a long-term commitment from the organization.
The fundamental importance of motivation• Why employee reward systems are a crucial element of motivation• The key elements required for an effective employee reward system• How to design and implement reward systems effectively.
The goal for this guide is to build and expand on your knowledge of reward systems by exploring the science and best practices behind successful programs and to help you to implement one that drives every member of your organization forward daily.
1) The study examined leadership competencies in the pharmaceutical sector and found that leading employees was rated as the most important competency but current leaders scored lowest in this area.
2) Current leaders also scored lowest in confronting problem employees, which was identified as a potential pitfall due to many leaders having narrow functional orientations.
3) Developing leadership competencies in areas like leading employees, strategic perspective, decisiveness, change management, and relationship building were recommended through training, coaching, and experience building assignments.
The document discusses organizational design, including both successes and failures. Regarding successes, it notes that organizational design should (1) start with strategy, (2) define required capabilities, (3) involve impacted employees, (4) align metrics and rewards, and (5) have a clear implementation program. For failures, it mentions (1) not knowing the goals, (2) structuring for personnel rather than strategy, (3) causing unnecessary disruption, and (4) skipping an assessment of the current state. The document provides advice on best practices and concludes that dynamic strategies and regular assessments are important for organizational design.
414 Innovation On Hold The Outline Function As A Learning Tool Paul Kirsc...SURFfoundation
1. The document outlines a study that examines how students use outlining tools and the effects of outlining on student writing.
2. It describes the study design which compares student writing with and without instruction on outlining.
3. Measures include text quality, use of outlines, writing processes, and student perceptions of outlining tools.
417 3d Printen Elke Leerling Een Fabriek Op Zijn Bureau, Erwin BomasSURFfoundation
This document discusses 3D printing technologies including laser sintering, stereolithography, inkjet, and fused deposition modeling. It describes applications of 3D printing in architecture, design, medicine, industry, consumer products, and education. The document also covers the impacts of 3D printing such as open source sharing, universal design languages, and blurring the line between producers and consumers. It notes that creativity peaks at a young age and shares a case study of 3D printing use at a school.
Metadata: boon or bane? The manifesto of ignoranceSteffen Meier
The document discusses metadata as both a boon and bane. It contains several photos related to publishing, content development, and discoverability. Properly developing, tagging, and networking content can generate useful products, but requires investment in tools, standards, and business models for an uncertain future.
1) Reward systems are an important tool for organizations to motivate employees and improve performance. They can include both monetary rewards like bonuses and salary increases as well as non-monetary rewards like praise and recognition.
2) An effective reward system should link rewards to clearly defined performance standards and distribute them in a way employees perceive as fair. This helps build commitment to the organization and motivate high-quality work.
3) Both intrinsic and extrinsic rewards can motivate employees. Intrinsic rewards are those inherent to the job itself, while extrinsic rewards come from outside the job, like bonuses. Organizations should consider both types of rewards to optimize employee motivation.
This document discusses reward systems and performance measurement in organizations. It makes three key points:
1. Reward systems are a critical part of organizational design that can influence employee attraction/retention, motivation, skills/knowledge, culture, structure, and costs if properly aligned with business strategy and organizational design.
2. Performance measurement provides quantitative data on products, services, and processes to understand, manage, and improve organizational performance against goals. Measures fall into categories like effectiveness, efficiency, quality, and timeliness.
3. Designing effective performance measurement systems presents challenges around measuring non-financial metrics, choosing appropriate measures aligned with goals/strategies, and using results to drive improvement. Proper goal-setting and
Organizations can gain a competitive advantage through effective human resource management policies that lead to committed employees. This document discusses key aspects of human resource management, including recruiting employees, rewarding and motivating staff, and managing employment termination. It emphasizes that recruiting the right individuals, providing rewards, and establishing fair HR policies are essential to retaining talented workers. Change management aims to transition organizations to a desired future state through structures and tools that minimize negative impacts while accelerating benefits.
The Organizational Health Index (OHI) measures nine elements of organizational health that directly impact financial performance. It benchmarks companies against competitors and high performers. The OHI identifies four organizational "archetypes" to help companies understand which management practices are most important. It provides a roadmap for improving practices in areas linked to better performance. Regular surveys track progress and help companies strengthen their health over time.
This report is based on a survey of HR function leaders and business leaders in India. It identifies the major emerging trends that will define the workplace of the future.
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
How great leaders drive results through employee engagementPetra Smith
The document discusses how employee engagement is critical for business success. It summarizes research showing that companies with high employee engagement have lower costs, higher customer satisfaction, and increased profits compared to companies with disengaged workforces. The document asserts that employee engagement results from leaders who build a positive team climate, act in a trustworthy manner, and understand and respond to individual employee needs. It describes how leaders influence the workplace "climate" through their actions and how creating the right climate leads to engaged and motivated employees who boost business performance.
8
This document provides a case study about redundancies and human resource management issues at a company called Utilities Co. The company set a deadline to slash 120 jobs, targeting middle and senior managers. However, the redundancies negatively impacted customer service and caused widespread stress among remaining employees. Conflict arose between the CEO and HR manager Maree over the redundancy process and list. Maree felt the CEO was targeting older workers and not involving HR strategically. The union intervened and Maree eventually resigned due to the CEO's anger issues. The document analyzes various HRM, ethical, health, and legislative issues surrounding the redundancies.
Strategic management Unit 1 Baseline InformationDr K R Kumar
This document provides an introduction to strategic management. It defines strategy and discusses key aspects of strategic management including vision and mission statements, analyzing the external environment, the importance of corporate governance, and considering social responsibilities. It also outlines Porter's five forces model for analyzing industry competition. The document is intended to give MBA students an overview of the key concepts and framework involved in strategic management.
The Organizational Health Index (OHI) is a diagnostic tool developed by McKinsey & Company to measure and track the key organizational elements that drive financial performance. The OHI provides leaders with a simple framework to assess 12 elements in five categories: direction, accountability, coordination & control, external orientation, and capabilities. It helps identify areas for improvement and inspires leaders to take actions that enhance organizational health.
Employee Recognition: Elements Of An Effective Programjeff_burkhardt
This document discusses the elements of an effective employee recognition program. It begins by outlining the benefits of employee recognition programs, such as increased productivity and retention. However, it notes that while many companies have recognition programs, few are truly effective. The document then examines the key elements needed for an effective program, including institutional elements like aligning the program with company values and goals, administrative elements like management support and budgeting, and operational elements like criteria, delivery methods, and awards. It emphasizes that an effective program requires elements in all three areas and a long-term commitment from the organization.
The fundamental importance of motivation• Why employee reward systems are a crucial element of motivation• The key elements required for an effective employee reward system• How to design and implement reward systems effectively.
The goal for this guide is to build and expand on your knowledge of reward systems by exploring the science and best practices behind successful programs and to help you to implement one that drives every member of your organization forward daily.
1) The study examined leadership competencies in the pharmaceutical sector and found that leading employees was rated as the most important competency but current leaders scored lowest in this area.
2) Current leaders also scored lowest in confronting problem employees, which was identified as a potential pitfall due to many leaders having narrow functional orientations.
3) Developing leadership competencies in areas like leading employees, strategic perspective, decisiveness, change management, and relationship building were recommended through training, coaching, and experience building assignments.
The document discusses organizational design, including both successes and failures. Regarding successes, it notes that organizational design should (1) start with strategy, (2) define required capabilities, (3) involve impacted employees, (4) align metrics and rewards, and (5) have a clear implementation program. For failures, it mentions (1) not knowing the goals, (2) structuring for personnel rather than strategy, (3) causing unnecessary disruption, and (4) skipping an assessment of the current state. The document provides advice on best practices and concludes that dynamic strategies and regular assessments are important for organizational design.
414 Innovation On Hold The Outline Function As A Learning Tool Paul Kirsc...SURFfoundation
1. The document outlines a study that examines how students use outlining tools and the effects of outlining on student writing.
2. It describes the study design which compares student writing with and without instruction on outlining.
3. Measures include text quality, use of outlines, writing processes, and student perceptions of outlining tools.
417 3d Printen Elke Leerling Een Fabriek Op Zijn Bureau, Erwin BomasSURFfoundation
This document discusses 3D printing technologies including laser sintering, stereolithography, inkjet, and fused deposition modeling. It describes applications of 3D printing in architecture, design, medicine, industry, consumer products, and education. The document also covers the impacts of 3D printing such as open source sharing, universal design languages, and blurring the line between producers and consumers. It notes that creativity peaks at a young age and shares a case study of 3D printing use at a school.
Metadata: boon or bane? The manifesto of ignoranceSteffen Meier
The document discusses metadata as both a boon and bane. It contains several photos related to publishing, content development, and discoverability. Properly developing, tagging, and networking content can generate useful products, but requires investment in tools, standards, and business models for an uncertain future.
The document discusses a greenhouse gas mitigation program run by an international company called GXT Green. It outlines how voluntary reduction efforts and mandatory offset purchases have grown significantly. GXT Green has been granted rights to over 1.3 billion certified carbon offset credits from conservation-based forest management projects around the world. The company provides services for other businesses looking to reduce their environmental impact and demonstrate good corporate citizenship.
1) Managing change in organizations is difficult but necessary for survival in today's global economy. Change allows companies to adapt and remain competitive.
2) Organizational development is a planned, organization-wide effort to increase effectiveness through interventions in processes using behavioral science. It involves altering purposes, culture, structure and processes in response to internal or external changes.
3) For organizational development to be successful, managers must clearly define goals and objectives, develop a plan, allocate resources, and communicate a shared vision throughout the entire organization. Assessing needs helps identify solutions and opportunities for growth.
This document discusses evaluating performance management systems. It outlines five key areas organizations can focus on when measuring performance: 1) performance against mission, 2) performance against processes, 3) performance of subsystems, 4) individual performance, and 5) staff alignment. For each area, it provides examples of the types of metrics that could be measured. The document emphasizes that developing and implementing an effective performance management system takes time and effort, and organizations need to involve management and ensure measurements are well-chosen and linked to strategic goals.
The document discusses the challenges senior executives face when leading large-scale organizational transformations. It notes that while executives typically focus on strategic and tactical plans, successfully implementing change also requires understanding an organization's culture, values, people and behaviors. The document then provides a 10-point framework for change management, emphasizing the importance of addressing the human aspects of change systematically and involving people at all levels of the organization.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The document discusses organizational development (OD) interventions and provides examples. It defines OD interventions as planned activities that help organizations perform better and work more efficiently. The main types of interventions discussed are technostructural, human process, strategic change, and human resource management. Examples are provided of how du Telecom partnered with Huawei to improve project management and how Nokia transformed its business model from mobile devices to networking equipment.
The 3Cs of employee engagement are the most important aspects of employee engagement to take into consideration (career, competence and care) ; 1. Career 2. Competence 3. Care
The document provides an overview of various topics related to human resource management including the HRM cycle and model, HR challenges, strategic HRM, human resource information systems (HRIS), employee handbooks, and organizational development. It discusses the outputs of quality of work life, productivity, and readiness for change. It also summarizes HR challenges such as acquisition, managing change, attrition, work-life balance, and globalization.
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
This document provides an overview of employee performance appraisal systems. It discusses the purposes of performance appraisal which include improving performance, identifying potential, and assisting with pay increases. The document outlines the appraisal process, best practices for an effective system, and advantages of performance management which ensure employees and managers are aware of performance expectations and improvements. It emphasizes that appraisal should be an ongoing, continuous process rather than just an annual event.
This document provides a case analysis report on whether trade unions are needed. It analyzes issues at Wellington Associates, where support staff are seeking to form a union. Key issues include a lack of understanding between senior managers and support staff, different perceptions between management and employees, an inefficient compensation strategy, and lack of career opportunities and training for support staff. The conclusion is that organizational growth depends on strong, equitable policies and addressing employee dissatisfaction before it escalates. Recommendations include developing participative leadership, improving compensation and career strategies for support staff, implementing training programs, and changing senior managers' perceptions of support staff roles.
Organizational climate refers to employees' shared perceptions and interpretations of the policies, practices, and procedures in their workplace environment. It is influenced by factors like involvement, support, autonomy, and pressure. A positive climate is characterized by clarity of expectations, attainable goals, employee authority, flexibility, and rewards for good performance. Conducting an organizational climate survey can assess company values, identify competency levels, set goals, track processes, address issues, and provide industry comparisons to help managers proactively improve the work environment and boost employee motivation.
This document discusses innovative human resource practices. It begins by defining innovation as introducing new methods, ideas, or products. It then discusses how HR innovation implements new ideas and technologies to meet evolving organizational needs. Some innovative HR practices discussed include developing mentorship programs to engage employees, conducting exit interviews and new hire surveys to improve processes, and using pulse and comprehensive surveys to gather employee feedback over time. The goal of these innovative practices is to hire and retain top talent, improve employee satisfaction and engagement, and help organizations be more successful.
- The document discusses two types of assessments used in hiring and team integration: ipsative and normative. Ipsative assessments are self-reported while normative assessments measure responses against sample populations.
- Normative assessments are more reliable tools as they have higher reliability rates and can detect inconsistencies. They can better predict how individuals will react to change and are useful for coaching, team integration, and succession planning.
- When using assessments to integrate management teams during acquisitions or mergers, normative assessments can help understand cultural differences and how to minimize disruptions caused by organizational changes.
The document discusses managing organizational change. It begins by stating that change is inevitable for organizations to adapt and survive in a changing business world. It emphasizes the importance of effective communication with employees to explain the reasons for change and gain their commitment. It also stresses that leadership plays a key role in managing change successfully by defining a clear organizational culture, vision, and path forward. Resistance to change is also addressed, with the main causes being fear of the unknown, loss of control, and uncertainty about the effects and process of change. Overall, the document outlines some of the main challenges in managing organizational change and highlights the significance of communication, leadership, and addressing employee resistance.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
The document discusses various individual, organizational, and environmental challenges faced in human resource management. Individual challenges include productivity, empowerment, brain drain, ethics and social responsibility, job insecurity, and matching people to organizations. Organizational challenges involve cost controlling, improving quality, developing distinctive competencies, and restructuring. Environmental challenges are forces like rapid change, workforce diversity, technological advances, legislation, skill shortages, globalization, and evolving family roles that are beyond a firm's control but influence its performance.
This document discusses the concept of employee relationship management (ERM). ERM refers to using technologies to manage relationships between employers and employees. It aims to improve employee satisfaction, productivity and corporate culture through communication, conflict management, employee growth and feedback from employee surveys. ERM systems track employee data, training, pay, recruitment and more through human resource information systems (HRIS). The goal of ERM is to enhance the overall employee experience and value human capital within an organization.
This document discusses various challenges faced by human resource management (HRM) in three main categories: environmental, organizational, and individual. For environmental challenges, it describes how rapid change, workforce diversity, globalization, legislation, technology changes, and evolving job/family roles present difficulties for HRM. Organizational challenges discussed include controlling costs, improving quality, developing capabilities, and restructuring. Finally, individual challenges addressed are productivity, empowerment, brain drain, ethics, job insecurity, and matching employees to organizations. The document also examines HRM's role in reengineering processes, managing transfers, and handling promotions within an organization.
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
Similar to Encouraging Your People to Take the Long View (20)
The 8 Principles of Customer Value CreationTotal CVM
To appreciate Customer Value Creation, you must understand the principles of Customer Value Creation. The principles of Customer Value Creation, enunciated by Gautam Mahajan are:
The 1st Principle: Customers tend to buy or use those products or services that they perceive create greater value for them than competitive offers. It is essential for executives and leaders to create higher value for their Customers than competition can.
The Journal will debut in May 2015, and will be published by Sage Publications.
We continue to look for authors and articles for the 2nd and third issues.
I often look at the business world and wonder. What are they all about? They spend oodles of money in branding (in simple terms to be recognised by potential Customers, to distinguish themselves in the marketplace).
Let’s start where we all agree. Customers have less time. Customers want more convenience. They want to make fewer and shorter journeys to buy and service goods.
The document discusses the importance of understanding an employee's full journey, not just segments like hiring and performance reviews. An employee's journey includes their family life, efforts to improve themselves, interactions with customers inside and outside the company, and navigating politics and relationships with colleagues. Understanding an employee's complete journey is crucial for companies to improve performance and the well-being of their assets.
The document discusses the importance of non-financial assets such as employee, customer, partner, social, intellectual property, and brand assets. It argues that companies overly focus on financial assets and performance, but other important intangible assets are often ignored. These non-financial assets can appreciate over time and form 80% of a company's value from an investor's perspective. The document advocates for establishing value creation councils and reporting on intangible assets to better manage and grow these important sources of company value.
CIOs have the potential to be true value creators for their organizations, but traditionally they are viewed more as staff than line functions and do not directly advance the core work. CIOs should take a more proactive leadership role in bringing new technologies to the business, such as digital media and big data, rather than just focusing on efficiencies. However, many CIOs are not confident in their ability to create value and follow consultants' advice too closely rather than focusing on customer needs and processes. For CIOs to truly contribute, CEOs need to reconsider their traditional views of IT and give CIOs more line responsibility, while CIOs need to understand how to identify and deliver value to the business.
CIOs have the potential to be true value creators for their organizations, but traditionally they are viewed more as staff than line functions and do not directly advance the core work. CIOs should take a more proactive leadership role in bringing new technologies to the business, such as digital media and big data, rather than just focusing on efficiencies. However, many CIOs are not confident in their ability to create value and follow consultants' advice too closely rather than focusing on customer needs and processes. For CIOs to truly contribute, CEOs need to reconsider their traditional views of IT and give CIOs more line responsibility, while CIOs need to understand how to identify and deliver value to the business.
Value Creation Implementation Ideas. Avoid Value DestructionTotal CVM
We have talked about many ways of Value Creation, and
why Value creation is important.
How do executives create value for themselves and their organisations?
By differentiating themselves,
Being on time, reliable, timely,
Become knowledgeable about the..............
You might have noticed our main Value Creation discussion in education has focused on business schools. In fact we are developing course content for a Value Creation major in MBA schools......
Transforming Companies Through Value Creation not Value DestructionTotal CVM
Understandably, no one will want to change unless he sees a value in the change. And the Value has to be tangible and worthwhile. Value Creation is obviously a good idea for companies. Sometimes, evangelists like me forget that for most people the current situation is comfortable (they derive value from comfort). Many have bosses or Boards or company owners that demand profitability albeit short term. And if they do not deliver they run the risk of being fired (a value destruction situation for them). So there are many reasons for following the road well-travelled. My friend Jim Carras said to me: “You seem to make a big point of stakeholder value not being a good objective for companies and I fully understand your concept...................
Ask a CEO if they want to spend a pile of money on an analysis of their company's story, and they'll probably throw you out of their office. But if you tell them that you have a powerful insight that can help them raise the prices on all of their products, they might ask you over to their house for dinner. Money talks, in other words. Unfortunately, in most companies, the power of story to affect pricing still remains unknown, or at least it's vastly under-utilized.
The document discusses the inevitability of declining demand for products and services over time due to natural market forces. It advises companies to be prepared for this by focusing on creating value for customers through differentiation, loyalty programs, and efforts to increase customer satisfaction rather than just introducing new products. When demand is dropping, the key is to make more money through customer value creation that keeps existing customers and makes the product more appealing than competitors' options, slowing the effects of commoditization. Early action is important to address declining demand before it significantly impacts the business.
Employees who feel valued provide better customer service and reduce employee churn. Measuring employee value added, which compares the value an employer provides to an employee versus competitors, can help understand why employees stay or leave. Treating frontline employees like CEOs and developing, empowering, and respecting all employees results in happy customers and builds trust within the organization.
The document criticizes the concept of internal customers in companies, arguing that it promotes the creation of silos between departments and a lack of cooperation. It states that internal customers lead departments to be independent of each other rather than working as a team. The two main reasons for failing to provide a good customer experience are a lack of clear customer strategy and lack of internal cooperation. The document recommends abandoning the concept of internal customers and instead building internal teamwork and cooperation through starting a courtesy system and defining customer-focused roles for all departments.
The author shares their negative experiences trying to purchase a new car from several major car companies in India. They faced difficulties finding dealership locations, getting test drives scheduled, and receiving unwashed used-looking cars for demonstrations. When finally purchasing from one dealer, the promised new car was dirty and unfinished, with no apologies from the sales team. The author questions how the companies can expect to sell cars when their customer service is so poor. They conclude customer care seems to mean "I don't care" at these establishments.
ONE DAY PRICING SEMINAR , FRIDAY, FEBRUARY 22, 2013 , AT THE MIRADOR HOTEL, A...Total CVM
Value Creation and Enhanced Pricing:
Increase Profits through Right Customer Value Pricing
SPECIALLY DESIGNED FOR CEOs, CXOs, HEADS OF MARKETING, SALES, OPERATIONS, PRICING, PURCHASE, CUSTOMER SERVICE, BUSINESS STRATEGY
Along the lines of seminar, Mr Gautam Mahajan recently conducted at the Professional Pricing Society meeting in Florida in October 2012.
Benefits of Attending:
What Customer Value is and why manage it
How to measure it
How to use value to create prices
How to create value and sell on that basis
Learn that every part of your offering has a price associated with it and what the customer is willing to pay and why, and why are non-price terms important
How to use the learning’s in your business
The article argues that a focus on maximizing shareholder value has corrupted business practices by incentivizing executives to manage expectations on Wall Street rather than focus on building real customer value. This has led to scandals and unstable markets. The article calls for shifting the focus back to delighting customers in order to create sustainable long-term growth for shareholders and society. Legal changes are needed to change the incentives that currently reward expectations management over real performance.
This forum will introduce HRD heads and VPs to the concept of Total CVM which is described in Gautam Mahajan’s soon to be released book: ‘Total Customer Value Management: Changing Management Thinking’. The program builds on the HRD aspects of the Total CVM studies at the Tata and Godrej Groups. Most concepts are new, and are being globalised by Total CVM
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Encouraging Your People to Take the Long View
1. Here’s another contrarian article. It is about: Encouraging your people to take the long
view
Toby Gibbs, Suzanne Heywood, and Matthew Pettigrew make the point that :Employees and
managers should be measured as much on their contribution to an organization’s long-term
health as to its performance.
There is enough evidence that the management world is changing, albeit slowly. People are
starting to voice viewpoints that sound revolutionary. Soon what was thought to be
revolutionary will become normal. Are you ready for this? Read on (do contact me with your
comments or for help on transformation and creating value)
Gautam Mahajan
President-Customer Value Foundation
Mob: +91 9810060368
Email: mahajan.g@customervaluefoundation.com
Encouraging your people to take the long view
Toby Gibbs, Suzanne Heywood, and Matthew Pettigrew make the point that :Employees and
managers should be measured as much on their contribution to an organization’s long-term
health as to its performance.
There is enough evidence that the management world is changing, albeit slowly. People are
starting to voice viewpoints that sound revolutionary. Soon what was thought to be
revolutionary will become normal. Are you ready for this? Read on (do contact me with your
comments or for help on transformation and creating value)
Measuring the performance of people, especially managers and senior executives, presents a
perennial conundrum. Without quantifiable goals, it’s difficult to measure progress objectively.
At the same time, companies that rely too much on financial or other ―hard‖ performance
targets risk putting short-term success ahead of long-term health—for example, by tolerating
2. flawed ―stars‖ who drive top performance but intimidate others, ignore staff development, or
fail to collaborate with colleagues. The fact is that when people don’t have real targets and
incentives to focus on the long term, they don’t; over time, performance declines because not
enough people have the attention, or the capabilities, to sustain and renew it.
Yet measuring, let alone strengthening, the capabilities that help companies thrive over the
long haul is difficult. These ―soft‖ measures of organizational health—for example, leadership,
innovation, quality of execution, employee motivation, or a company’s degree of external
orientation1—are tricky to convert into annual performance metrics. Moreover, an
organization’s health may not change much in a single year, and an employee’s contribution
often comes down to judgments and trade-offs. What risks to take and avoid? Which people
to develop, and how? Getting a handle on the employee’s personal contribution typically
requires in-depth conversations and a more thorough 360-degree style of evaluation than
most employees (including senior managers) generally receive. Because of all this, few
companies manage people in ways that effectively assess their contributions to corporate
health or reward them for improving it.
When companies do try, they often end up using metrics that are discretionary, weighted less
heavily than traditional measures of performance, or applied inconsistently. One mistake is to
become confused about issues that appear related to organizational health but in practice lie
at the heart of an individual’s operational, day-to-day job (and are therefore more
appropriately assessed in the context of immediate performance). It’s fine, for example, to
judge a senior product manager’s contribution to a company’s external orientation by tracking
the number and quality of the new external contacts he or she develops over a year. But it
makes little sense to apply the same health test to media relations specialist for whom
meeting new people is an essential part of the role. Similarly, it wouldn’t be helpful to measure
an HR manager’s contribution to leadership, capabilities, and innovation (other key features of
organizational health) by tracking the time he or she devotes to building the skills of
employees and training them—very much features of that person’s day-to-day performance.
Managers and others quickly recognize flaws such as these and respond accordingly. At a
global consumer goods company, for example, the head of HR admitted that managers view
the organization’s health-related targets as a lever to ―top up‖ their incentive packages. That
was hardly the effect the company intended, and a perception that’s proving difficult to
change.
Against this backdrop, we believe it’s useful for CEOs and their senior teams to step back and
collectively examine how—and in some cases whether—their people-management systems
give sufficient priority to the long-term health of their organizations. This article, drawing on
work we’ve done recently with several companies in sectors where execution is central to
long-term success, suggests three tried-and-true ways for leaders to build health into
performance management. While the specific measures of health that organizations employ
3. will ultimately be unique to them, the principles outlined here should be applicable to any
company.
1. Root out unhealthy habits.
Senior executives know in their bones how to handle managers who don’t do well on
traditional performance measures: provide clear feedback, a development plan to address the
problem and build the necessary capabilities, and an evaluation to judge progress. The
processes for handling such issues are second nature to most companies.
In principle, the same should go for incorporating measures of organizational health. In reality,
however, the organizational processes and mechanisms companies employ may well send
mixed messages about the importance of health and even undercut it. Often, it’s necessary to
start by unlearning bad habits. High-hazard companies, for example, have had to do just that
in the wake of much-publicized accidents and subsequent pressure from regulators and
consumers for improved safety.
One such company started by conducting an audit of critical roles across the organization and
compiling a list of all the key safety-related competencies required for each of them. The goal
was not only to ensure that workers had the necessary technical know-how and leadership
skills but also to spot HR processes, systems, or managerial-training programs the company
needed to change so that problems identified at the line level could be traced to their roots.
It was one thing for the company to add more realistic emergency scenarios that line
managers and their teams could act out together, another to insist that the new approach be
taken seriously. Managers who struggled with the new simulations were therefore removed
from their roles until they improved, even if their previous track record of operational safety
had been impeccable.
Mechanisms alone, in other words, won’t cut it. Getting organizations to assess and
compensate managers on their contributions to health, and to view this issue as a deal
breaker (or maker) in promotion decisions, often requires a significant shift in company
culture. Strong support from the CEO and executive team is a must.
The high-hazard company began to succeed with its new corporate-health agenda only when
senior executives who personified the new ethic—longer-term performance as the priority—
were promoted. Only then did employees start to believe the change was real. Changing
promotion criteria is, of course, difficult at the best of times but particularly so if no one is
ready to replace existing role holders. This reinforces the need for a strong talent pool and the
importance of building health into a company’s broader talent-development strategy (and
metrics on corporate health into the performance appraisals of senior managers responsible
for it).
4. 2. Prioritize values.
Identifying the right values requires discussion and debate, informed by extensive
engagement with a range of employees, among senior leaders. Organizations conducting
such discussions are beginning to create metrics that shed light on how well employees
respond to particular health-related values.
Leaders of a global pharmaceutical and consumer goods company, for example, prioritized a
number of values, such as treating others with respect, behaving with integrity, and managing
for the long term. To give managers a qualitative basis for evaluating the way employees
upheld these values, the company began introducing clearly defined standards of leadership
in each of them. In addition to gauging business results, the standards include the qualitative
measurement of softer skills, like developing organizations and people, mastering complexity,
and focusing on customers and market conditions. The moves are helping to create a
common language for discussing how the company gets results, not just what they should be.
Airlines too depend on their values. All airlines must prioritize safety to succeed, but to embed
this important ingredient of long-term health, many voluntarily go beyond what regulators
require. Some create detailed performance-management metrics to dig into the nature of key
interactions that a company values highly—for example, to see how well flight crews work
together to solve problems or how pilots and flight attendants interact. (Rooting out excessive
hierarchy in such relationships is important because flight attendants are often the first to spot
in-flight troubles and must therefore feel empowered to respond decisively.)
The pilots of one Middle East–based airline frequently write incident reports that candidly
raise concerns, questions, and observations about potential hazards. The reports are
anonymous and circulate internally, so that pilots can learn from one another and improve—
say, in handling a particularly tricky approach at an airport or dealing with a safety procedure.
The resulting conversations reinforce the safety culture of this airline and the high value it
places on collaboration. Moreover, by making sure that the reporting structures aren’t
punitive, the airline’s executives get better information and can focus their attention where it’s
most needed.
Emphasizing health-related values can be particularly important in turbulent times. During a
significant change-management effort, executives at a North American manufacturer codified
a list of leadership values for which it would hold managers accountable. These included
softer values, such as putting people first and teamwork, along with more traditional
performance-related goals, such as continuous improvement and drive for results. The effort
sent employees an important signal that management was serious about changing how the
company worked. The resulting performance conversations and role modelling by senior
executives are reinforcing the company’s commitment to health, much as the employee
discussions at the Middle East airline reinforced the values of safety and cooperation.
5. 3. Keep it simple—but meaningful.
A final principle companies should embrace when trying to improve organizational health is
simplicity. In short, don’t let the metrics get out of hand. Companies sometimes try to impose
a comprehensive set of health measures on each employee, though a handful of well-chosen
ones would suffice. A certain organization, for example, discovered that over time it had
captured so many hundreds of competencies in its performance-management processes that
it couldn’t manage any of them actively. Similarly, a professional-services firm we studied
introduced a suite of health-related metrics so complicated and bureaucratic that few
employees took them seriously.
Poor outcomes are more likely when the affected business units don’t get involved with
corporate-health measures. Best-practice manuals delivered from on high tend to be ignored
or scorned. By contrast, the best companies encourage business units to play a meaningful
role in determining how to translate health-related goals into a handful of metrics on which to
act.2 Since some of the metrics will be new—and, often, qualitative—senior executives should
work with leaders of business units to make sure that the metrics are ―owned‖ by employees
and remain up to date and effective, and that business units have the investigative skills to
gather the necessary data from multiple sources.
Another thing business units can’t always do alone is look at the big picture and act on it.
Here again, simplicity is essential. For example, one global energy company relies on a
central audit team to aggregate a number of metrics used by the company’s core business
units into a single, simplified report for corporate-level leaders evaluating personnel,
incentives, and career progression plans for business leaders.
What’s crucial is to develop mechanisms that reward people while corporate health improves.
For example, one oil and gas company links incentives associated with big capital projects to
their operational results two to three years after launch. That’s long after the managers
involved in the original decisions have moved on to other tasks.
Once companies develop the right handful of health metrics, define the behavior that supports
them, and implement assessments of the willingness of employees to practice that behavior,
the final step is ensuring that their compensation reflects contributions to health. This should
be true for senior executives as well—indeed, we believe that organizational health warrants
more consideration in executive-level compensation decisions than it often receives.3
Of course, the balance between health and performance will vary by company and context.
But in our view, companies should start with the expectation that health-related
considerations are just as important as performance-related ones. Some companies may go
so far as to base monetary compensation equally on contributions to performance and health
(as a European bank recently did). Others focus more on nonfinancial rewards—in particular,
6. for employees in technical disciplines. Given the proven power of nonmonetary incentives to
drive positive behavior, such moves are wise and worth investigating further.
Over time, traditional hard performance metrics can encourage short-term success at the
expense of an organization’s long-term health. By starting to think about individual
performance in the light of the three core principles discussed here, companies can start
spotting ways to make sure their people-management systems are built for the long haul.
About the Authors : Toby Gibbs and Suzanne Heywood are principals in McKinsey’s
London office, where Matthew Pettigrew is an associate principal.
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Contact Customer Value Foundation for help
Gautam Mahajan
President
Customer Value Foundation
K-185, Sarai Jullena
New Delhi 110025
Mob: +91 9810060368
Tel: +91 11 26831226
email: mahajan.g@customervaluefoundation.com
website: http://customervaluefoundation.com