Performance and improvement can not be "managed". Improvement must be facilitated by working on fair conditions and context dinamics. Working with people, measuring performance and linking incentives to individual goals leads to counterproductive results. What are the current alternatives to evaluating (people's) performance, developing careers, and to align teams' work with business goals?
Better Management 2017: Performance e potenziale delle personeMarco Calzolari
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
How do we build energy for change in the new era? A questionnaire that helps you measure the gaps that change teams and groups really want to fix, but have never told you about!
Unleashing energy for change - Helen BevanNHSChangeDay
Most large scale change fails to achieve its objectives
What happens to large scale change efforts in reality?
In order of frequency:
the effort effectively “runs out of energy” and simply fades away;
the change hits a plateau at some level and no longer attracts new supporters; or
the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way.
Money incentives do not create energy for change; the energy comes from connection to meaningful goals...
Better Management 2017: Performance e potenziale delle personeMarco Calzolari
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
How do we build energy for change in the new era? A questionnaire that helps you measure the gaps that change teams and groups really want to fix, but have never told you about!
Unleashing energy for change - Helen BevanNHSChangeDay
Most large scale change fails to achieve its objectives
What happens to large scale change efforts in reality?
In order of frequency:
the effort effectively “runs out of energy” and simply fades away;
the change hits a plateau at some level and no longer attracts new supporters; or
the change becomes reasonably well established; several levels across the system have changed to accommodate or support it in a sustainable way.
Money incentives do not create energy for change; the energy comes from connection to meaningful goals...
Peter Cauwelier - Team Psychological Safety – what Google discovered about hi...Certes
» What is team psychological safety and why is it critical for team
performance?
» What impacts team psychological safety and how can you further
develop it?
» What is the impact of Action
Learning on team psychological safety?
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
In order to realize the importance of the psychology of management it is necessary to consider the following five points:
1. Management is a life study of every man who works with other men. He must either manage, or be managed, or both; in any case, he can never work to best advantage until he understands both the psychological and managerial laws by which he governs or is governed.
2. A knowledge of the underlying laws of management is the most important asset that one can carry with him into his life work, even though he will never manage any but himself. It is useful, practical, commercially valuable.
3. This knowledge is to be had now. The men who have it are ready and glad to impart it to all who are interested and who will pass it on.The text books are at hand now. The opportunities for practical experience in Scientific Management will meet all demands as fast as they are made.
4. The psychology of, that is, the mind's place in management is only one part, element or variable of management; one of numerous, almost numberless, variables.
5. It is a division well fitted to occupy the attention of the beginner, as well as the more experienced, because it is a most excellent place to start the study of management. A careful study of the relations of psychology to management should develop in the student a method of attack in learning his selected life work that should help him to grasp quickly the orderly array of facts that the other variables, as treated by the great managers, bring to him.
Performance e potenziale delle persone: quantificare il non misurabileMarco Calzolari
Agile Business Day 2017
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
Motivation is an internal feeling and a psychological phenomenon which generates within an individual. Motivation is next to directing / leading. Managers can motivate their subordinates while guiding them.
Peter Cauwelier - Team Psychological Safety – what Google discovered about hi...Certes
» What is team psychological safety and why is it critical for team
performance?
» What impacts team psychological safety and how can you further
develop it?
» What is the impact of Action
Learning on team psychological safety?
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
In order to realize the importance of the psychology of management it is necessary to consider the following five points:
1. Management is a life study of every man who works with other men. He must either manage, or be managed, or both; in any case, he can never work to best advantage until he understands both the psychological and managerial laws by which he governs or is governed.
2. A knowledge of the underlying laws of management is the most important asset that one can carry with him into his life work, even though he will never manage any but himself. It is useful, practical, commercially valuable.
3. This knowledge is to be had now. The men who have it are ready and glad to impart it to all who are interested and who will pass it on.The text books are at hand now. The opportunities for practical experience in Scientific Management will meet all demands as fast as they are made.
4. The psychology of, that is, the mind's place in management is only one part, element or variable of management; one of numerous, almost numberless, variables.
5. It is a division well fitted to occupy the attention of the beginner, as well as the more experienced, because it is a most excellent place to start the study of management. A careful study of the relations of psychology to management should develop in the student a method of attack in learning his selected life work that should help him to grasp quickly the orderly array of facts that the other variables, as treated by the great managers, bring to him.
Performance e potenziale delle persone: quantificare il non misurabileMarco Calzolari
Agile Business Day 2017
Performance e miglioramento non si possono "gestire": vanno facilitati creando condizioni e contesto adeguati. Quando si parla di persone, misurare le performance e collegare gli incentivi al raggiungimento di obiettivi individuali porta a risultati controproducenti. Quali sono le alternative per valutare le performance delle persone, sviluppare le carriere e allinearle agli obiettivi aziendali?
Motivation is an internal feeling and a psychological phenomenon which generates within an individual. Motivation is next to directing / leading. Managers can motivate their subordinates while guiding them.
The present ppt explains the concept of motivation, Features and significance of motivation, Process of motivation and theories of motivation such as Maslow's need hierarchy theory, Herzberg hygiene theory, McCellend Theory, ERG Theory, Vroom Expectany theory, Carrot and Stick Theory, Theory X and Theory Y, Theory Z
Negli ultimi quindici anni il dominio di competenza di HR è rimasto lontano dalle pratiche agili e dalle loro potenzialità organizzative, nonostante sia stato in prima linea per abilitarne l'adozione nei gruppi di lavoro dell'azienda.
Nel frattempo il ruolo di HR si è evoluto con forme di valorizzazione delle persone in modo parallelo, adottando pratiche che "agile" ha mutuato grazie a una coerenza dei principi di base. Ma Agile ed HR hanno funzioni diverse.
Recentemente è esploso un interesse per tutto ciò che viene definito "Agile HR", ma di cosa stiamo parlando? Si tratta di una nuova disciplina o è un termine che indirizza verso un approccio nuovo?
Vedremo insieme come si è arrivati a una situazione che sembra uno stallo tra vecchio e nuovo, e in cui le differenze tra i due domini non possono essere rimosse, ma vanno comprese e integrate per il futuro.
Che cos’è davvero la leadership? L’interesse e gli investimenti delle aziende sullo “sviluppo della ladership” sono sempre più attuali, in particolare con l’avvento di “nuovi modelli di leadership”, più o meno correlati a nuovi paradigmi organizzativi. Amazon restituisce più di 60 mila titoli sulla leadership. Come mai non si è ancora trovata una descrizione definitiva e il modo più efficace per creare la “buona leadership”? È una dote, una soft skill o un mix di competenze e tratti personali? È legata alla persona o al suo ruolo? E come si incastra con il management? Esiste davvero una leadership agile? Proviamo a capirne di più con una prospettiva sistemica, più ampia del solito.
Aristotele come Manager e Nietzsche come Amministratore delegato.Marco Calzolari
Si parla sempre più spesso di rimettere le "persone al centro". Molte pratiche organizzative intendono costruire occasioni in cui possano crescere fattori come coinvolgimento, inclusione, motivazione e passione degli individui.
Per guidare questo cambiamento applichiamo teorie e indicazioni dei nostri contemporanei: manager, economisti, psicologi. Ma quanto stiamo dimenticando della filosofia, ovvero della saggezza dei filosofi classici e moderni? Se il lavoro non è più separato dalla vita quotidiana, cosa ci può insegnare chi si è occupato di pensare a quanto renda la nostra vita degna di essere vissuta?
Da sempre, a partire da Aristotele, la parola chiave per l’uomo è la ricerca della felicità. Forse non c'è bisogno di inventare nulla di nuovo, perché è già stato detto, e funziona tutt’ora.
E se fosse Aristotele a guidare la vostra azienda e il vostro team? O Nietzsche?
Human Resources. A sweet and sour contribution to the agile journey in big organizations
HR is usually the owner of processes and tools related to people and their growth: these tools should not just align with the agile transformation but act as enabler for it. Easier said than done.
Both in big and small companies, we’ve seen different scenarios: from cases where HR was not directly involved in the transformation (and chasing afterwards what was happening) to cases where it is leading the change, but sometimes struggles to challenge its own status quo. The impact is big, both in positive and negative terms.
Which practices can HR adopt and promote to become an effective agent of change during an Agile transformation?
Every team is a living environment.
The purpose of a team lives and evolves in the interactions among individual 's experiences of being "in the team".
But what can we designers do about designing such an experience?
How can a team be designed, and how its way of work should be designed in order to match the team's purpose with the company goals and the willingness of the people who are part of it? What about the life cycle of the experience of being a digital team and the way we could measure its effectiveness? How may the team results will be impactful on the growth of individuals, as well as the business?
Perché continuiamo a non capirci? Il significato di management e di leadershi...Marco Calzolari
In ogni team o azienda, al crescere del numero degli individui corrisponde l’esigenza di un sistema di coordinamento. Un tempo questo sistema corrispondeva a una gerarchia tra persone, oggi sembrano più efficaci modelli flessibili e organici. Ma quali concetti si nascondono dietro all’opposizione verso il management? Quando sono inadeguati i concetti con cui pensiamo la stessa entità “azienda”?
In quella che sembra la più naturale evoluzione di un’impresa, ovvero adattarsi al contesto e al mercato, c’è un momento in cui il suo scopo supera quello degli individui che hanno contribuito a plasmarlo. Questo processo è continuo, ma se nella trasformazione non cambia anche lo sguardo di chi – o cosa – si occupa di management, l’evoluzione viene rallentata a spese di qualcuno.
E se provassimo a riconsiderare il significato di management, anziché soltanto opporci a chi lo incarna?
Chi ha in carico l'evoluzione delle organizzazioni, e quindi il raggiungimento di obiettivi che si dimostrino rigorosi per il business ma anche rilevanti per le persone che ne fanno parte?
Allineare le motivazioni delle organizzazioni, dei loro team e dei loro individui è possibile, a patto di trascendere tutta una serie di idee tradizionali sulla gestione delle "risorse umane" e della loro competenza, nonché della relazione tra l'azienda stessa e le persone.
Come si deve muovere un imprenditore, un manager o un coach per facilitare questa trasformazione?
Artificiale a chi? L'intelligenza non riproducibileMarco Calzolari
Avventurarsi nel futuro dell’AI è come entrare in una stanza buia, in un edificio che non conosciamo. Abbiamo due scelte, farci prendere dalla paura dei mostri che ci aspettano nell’oscurità, oppure cercare la luce per evitare di sbattere addosso ai mobili.
Quanto sono lontane o vicine le realtà che creiamo con la nostra immaginazione? Ma soprattutto, dobbiamo avere paura oppure no?
La strada non è ripensare radicalmente solo la tecnologia, ma anche la filosofia. E questo può essere fatto costruendo un ponte tra la neurobiologia e le discipline umanistiche.
Abbiamo bisogno di allenare le competenze sulle emozioni, parlarne e farne esperienza, scambiarle, perché rappresentano la ricchezza unica e irriproducibile che ognuno di noi si porta dentro.
Architettura dell'intelligenza per organizzazioni adattativeMarco Calzolari
WIAD 2017 - World Information Architecture Day, Verona
Dopo aver messo l’utente al centro nella progettazione dei servizi, quanto è difficile mettere anche le persone stesse al centro delle nostre organizzazioni, in un periodo in cui la volatilità e l’incertezza del mercato, delle professioni e della tecnologia rendono quasi inefficace ogni pianificazione?
Come possono evolvere le organizzazioni, alimentando prospettive e obiettivi rilevanti, realistici e rigorosi per le persone che ne fanno parte? Allineare le motivazioni delle organizzazioni, dei loro team e dei loro individui è possibile, a patto di trascendere tutta una serie di idee tradizionali sulla gestione delle persone e della loro competenza. Un’architettura del talento diventa sempre più necessaria per le organizzazioni che scelgono di fiorire grazie al potenziale umano.
Agile Business Day
Venezia, 17 settembre 2016
Nella cultura aziendale contemporanea fortemente orientata al "can do", un progetto fallito rappresenta a tutti gli effetti un lutto e raramente viene discusso ed elaborato con razionalità.
Molto spesso miti e tabù del management ci rendono ciechi di fronte alla realtà che un progetto ha perso la ragion d'essere, o si sta trasformando in un morto vivente... che può minacciare la sopravvivenza di tutto un gruppo di lavoro.
Quali segnali raccogliere per riconoscere i sintomi che anticipano la morte di un progetto? Esistono linguaggi e metodologie per gestire il trapasso di iniziative inutili e superare il lutto?
Quale è il costo di un progetto che viene lasciato vagare senza speranza? E quanto costa realmente "terminare" un progetto, per liberare spazio, tempo e risorse nel nostro portfolio? Esploreremo racconti, strategie e strumenti per poter includere nella cultura "can do" anche la necessaria opzione di chiudere serenamente un progetto.
[Workshop] Organization Experience - A framework for Adaptive CareersMarco Calzolari
BetterSoftware Conference, Florence (Italy) 2016
Our career as manager and kwoledge workers should be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a increasingly liquid company culture. We all need to reshape conversations and visualization about work, job roles, purposes and performance. Companies should consider and co-design the Employee Experience as well as they work on Customer and User Experience. Great UX design arises only by a great experience of work and collaboration.
Designing Adaptive Careers - The Talent Canvas
As presented at Better Sotware 2015 in Florence
Why a career should not be considered an evolutionary process, that requires constant feedback in order to develop talent and skills, while fits in a even more liquid company culture?
HR Management's traditional approach is proving increasingly inadequate to the shifting environment of modern companies. HR departments are based on practices that fails to adapt to our ever-changing scenario. Professionals and companies both need to be able to reinvent themselves...
The Adaptive Career is a set of conversation design tools aiming to enpower our approach to career development. It will be useful to anyone involved in HR management and team leading, but also small teams and entrepreneurs. It's focused on transparency and motivation, and it has been designed to gain mutual support and commitments about evolutionary careers.
Kill Lean & Learn [Italian, Mini Agile Day — 5/2015]Marco Calzolari
Marco Calzolari, Giuseppe Massarotto
Nella cultura aziendale contemporanea fortemente orientata al "can do", un progetto fallito rappresenta a tutti gli effetti un lutto e raramente viene discusso ed elaborato con razionalità.
Molto spesso miti e tabù del management ci rendono ciechi di fronte alla realtà che un progetto ha perso la ragion d'essere, o si sta trasformando in un morto vivente... che può minacciare la sopravvivenza del nostro gruppo di lavoro.
Quali segnali raccogliere per riconoscere i sintomi che anticipano la morte di un progetto?
Esistono linguaggi e metodologie per gestire il trapasso di iniziative inutili e superare il lutto?
Quale è il costo di un progetto che viene lasciato vagare senza speranza? E quanto costa realmente "terminare" un progetto, per liberare spazio, tempo e risorse nel nostro portfolio?
Come possiamo includere nella cultura "can do" anche l'opzione di chiudere serenamente il progetto?
An introduction to Lean UX, grounded in Lean Startup and Agile principles. A starting point for shifting today's organizations towards a safer sustainable approach to product design and development.
Lean Startup High School @ Better Software 2014Marco Calzolari
As presented at Better Software 2014.
Essere promossi dalla scuola all'imprenditoria? È l'obiettivo di un percorso di formazione pensato per gli studenti delle scuole superiori italiane. Attraverso lezioni, workshop e learning games, si possono introdurre gli studenti a pratiche di teamwork, sviluppo di idee, creazione di business model, validazione di ipotesi e agile development.
L'esperienza nasce da una serie di attività svoltesi nell'ambito del progetto ParnASUS di ASUSTeK Italia tra marzo e maggio 2014, presso il Liceo Classico ""Maffei"" di Riva del Garda, in cui alcuni team di ragazzi di quarta superiore hanno realizzato progetti di mobile app da proporre a investitori.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
2. 2
The way in which someone or something
functions.
— The American Heritage Dictionary of the English Language
PERFORMANCE
3. 3
PERFORMANCE APPRAISAL
… a method by which the job performance of
an employee is documented and evaluated.
Performance appraisals are a part of career
development and consist of regular reviews of
employee performance within organizations.
— Wikipedia
14. 14Human nature generally answers
external coercion with a
countercoercion. It seeks its
satisfaction not in rewards for
obedience and docility, but aims to
prove that its own means of
power are stronger.
— Alfred Adler
— The Individual Psychology of Alfred Adler, 1964
16. More control
๏ Mandatory
๏ Documented
๏ Administered by Management
๏ Holds people accountabile for past goals
๏ Requires signature
๏ Is tied to decision about pay,
advancement, promotion, layoff
17. Decisions 17
๏ Developing employees
๏ Goals setting and motivating
๏ Learning through feedback
๏ Rewarding the best
๏ Addressing the week
๏ Identify Talent
๏ Determining internal suitability
_Photo by Victoria Heath on Unsplash_
18. Questions 18
๏ How am I doing?
๏ How do I compare to others?
๏ Am I promotable?
๏ Where I will be if the downsizing comes?
๏ Where I will be if the company grows?
_Photo by Bench Accounting on Unsplash_
19. A performance appraisal is
about believing that
others hold the secret
to your own worth.
— Dick Richards
— Artful Work
19
_Photo by Jay Wennington on Unsplash_
23. We live our lives in web
of interdependence
and yet we keep telling
ourselves that we are
independent.
— Peter Scholtes
—
23
24. 24
Employees’ risks are hidden.
…small variations make them
adapt and change continuously by
learning from the environment
and being, sort of, continuously
under pressure to be fit.
— Nassim N. Taleb
— Antifragile: Things That Gain from Disorder
27. Improving the individual’s
performance will improve the
performance of the system
27
94%
Belongs to the system
(responsibility of management)
6%
Special
– W. Edwards Deming
Out of the crisis:
Assumption:
28. It is possible to adequately
distinguish and individual’s
performance from the situational
constraints (the system)
28
X + (YX) = individual performance outcome
X = the contribution of the individual,
Y = the effect of the system
– W. Edwards Deming
The New Economics
Assumption:
30. Employees’ performance follow a
normal distribution curve.
30
_ The Myth Of The Bell Curve: Look For The Hyper-Performers - http://bit.ly/2f2QFVY _
Assumption:
31. Rating and ranking are
effective motivational and
coaching tools.
31
0
25
50
75
100
PERCEIVED RATED
_Leanne E. Atwater, “The Advantages and Pitfalls of Self-Assessment In Organizations” (1998)_
Assumption:
32. Rating and ranking are
effective motivational and
coaching tools.
32
0
25
50
75
100
PERCEIVED RATED
_Jone L. Pearce and Lyman W. Porter, “Employee Responses to Formal Appraisal Feedback” (1986)_
Assumption:
37. 37
Positive feedback
Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)
It’s conveying information that something was done
incorrectly or inadequately
feedback
38. 38
feedback
Positive feedback
Occurs when one is told he has done something well or
correctly
Negative feedback (not criticism)
It’s conveying information that something was done
incorrectly or inadequately
_Photo by Ray Hennessy on Unsplash_
39. There’s feedback all around
you – if you pay attention.
If you’re not getting enough
feedback, ask for it.
— Anne Saunier
— (Fast Company)
39
_Photo by Ray Hennessy on Unsplash_
40. 40
Effective
Feedback
๏ Credible source
๏ Trustworthy
๏ Good intentions
๏ Appropriate timing and circumstances
๏ Personal and interactive
๏ Clear message
๏ Helpful
_Photo by Ray Hennessy on Unsplash_
43. Praise is evaluation and jugment
Praise is a form of giving status
Focus on praise rather than the goal
It’s used to sugarcoat blame
Put distance between people
Tends to terminate rather than
encourage communication
43
positive feedback can
be de-motivating
45. No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
45
46. No controlled study has ever
found long-term enhancement
in the quality of people’s work as
a result of any kind of rewards or
incentive program.
— Alfie Kohn and Jennifer Powell
— How incentives undermine performance
46
47. 47
— Alfie Kohn at The Oprah Show
— The Edward Deci experiment
_ https://www.youtube.com/watch?v=_6wwReKUYmw_
48. 48
Money is not a motivator
but it is a powerful
de-motivator
49. 49
Money is not a motivator
but it is a powerful
de-motivator
C B A
💶 💶 💶
50. 💶
50
Money is not a motivator
but it is a powerful
de-motivator
C B A
💶 💶 💶
Rewarding contribution
Avoiding demotivation
51. The “Equity Effort”
✓ What we put in (inputs)
✓ What we get (outputs)
✓ Compared to the inputs and
outputs of other people similarly
situated.
— Jerald Greenberg and Robert A. Baron
— Behavior in Organizations, 1995
51
52. 52
How can we have a
highly motivated
workforce?
_ http://omoss.io/work/verizondoor_
53. If you want people to do a
good job, give them a good job
to do.
— Frederick Herzberg
— Workers’ Needs: The Same Around The World
53
54. 54
Motivation is the desire
someone has to do something,
and no one can create that
desire in another human
being.
58. By simply looking
at something that somebdoy
has done… that seems to be
quite sufficienct to
dramatically improve people’s
motivations.
— Dan Ariely
— What Makes Us Feel Good About Work
— TEDx RiodelaPlata 2012
58
61. 61
People tend to think about what
they don’t have.
“Do everything in your power
“to help them put money
“out of their minds.”
— Alfie Kohn
— Punished by Rewads
_Photo by Cameron Stow on Unsplash_
65. 65Goals can be motivating when
there is acceptance and
commitment.
Participation in goal setting can
increase acceptance but
acceptance does not assure
commitment.
Acceptance cannot be forced—it
must be genuinely voluntary to be
effective.
72. Choice has the power to unleash the
imagination of a hamstrung work
force, stimulate growth, foster
creativity, enhance personal worth,
fulfill dreams, or realize the things we
hold to be self-evident.
72
— James Morrison
— The Stuff Americans Are Made Of
73. Real choice builds and binds.
It fosters respect and enhances
loyalty. Choice guarantees
engagement—the precondition for
sustaining performance.
73
— James Morrison
— The Stuff Americans Are Made Of
76. The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds –
with no programs.
— Daniel Quinn
— The story of B
76
_Photo by JC Dela Cuesta on Unsplash_
77. The world will not be saved by
old minds with new programs.
If the world is saved, it will be
saved by new minds –
with no programs.
Marco Calzolari
@marcocalzolari
@agilereloaded
PERFORMANCE E POTENZIALE DELLE PERSONE:
QUANTIFICARE IL NON MISURABILE
VENEZIA – Sep 16, 2017