The document provides an orientation on the performance improvement approach (PIA). It defines PIA as a step-by-step methodology for identifying performance gaps and delivering solutions. The key steps include defining desired performance, assessing actual performance, analyzing root causes of gaps, and selecting interventions. Interactive examples and exercises are used to illustrate applying each step of the PIA framework.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
The workforce redeployment is a key element of doing any business. In this way, our expert designers have made this Succession Management PowerPoint Presentation Slides to satisfy all your significant business needs. Our business succession planning presentation slideshow features different slides, for example, succession and career planning overview, manage the ongoing process, employee competency and assessment grid, performance improvement plan, key development practices, development of succession and career plan, succession planning backup summary and so on. Progression management is very important for employees or business professionals, so they can gradually move towards success. This succession planning in HRM PPT format can aid and guide the onlookers to understand the topic clearly. Download this career development PPT layout to showcase different steps involved to reach the set goals. This succession assessment Presentation can make your presentation a success. Our Succession Management Powerpoint Presentation Slides give good value for money. They also have respect for the value of your time. https://bit.ly/3h5iNbJ
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Most companies have a process/roundtable during which senior managers makes decisions about end of year compensation and promotions. As a line manager, your role is to make recommendations on behalf of your team members. At the same time, other managers will be doing the same, so being prepared/convincing can make a big difference in the outcomes.
This deck can be used as a worksheet to help prepare for those roundtables.
The workforce redeployment is a key element of doing any business. In this way, our expert designers have made this Succession Management PowerPoint Presentation Slides to satisfy all your significant business needs. Our business succession planning presentation slideshow features different slides, for example, succession and career planning overview, manage the ongoing process, employee competency and assessment grid, performance improvement plan, key development practices, development of succession and career plan, succession planning backup summary and so on. Progression management is very important for employees or business professionals, so they can gradually move towards success. This succession planning in HRM PPT format can aid and guide the onlookers to understand the topic clearly. Download this career development PPT layout to showcase different steps involved to reach the set goals. This succession assessment Presentation can make your presentation a success. Our Succession Management Powerpoint Presentation Slides give good value for money. They also have respect for the value of your time. https://bit.ly/3h5iNbJ
Express your objectives by the means of words and visuals, presenting you, talent management PowerPoint presentation slides. This complete deck contains a total of twenty for slides to reflect on talent management and related concerns. Suitable visuals and appropriate content are included in these PPT layouts to assist you on determining future goals, assess the viable current staff, current vacancies, sources for future recruitment, talent acquisition strategy, recruitment tracker and budget involved in the process. Charts and graphics are included in the PPT set for comparison among current employee and target employee strength, depicting the needs in various departments like finance, marketing, human resources, strategy related team. All the slides are completely customizable for your convenience. One can have a surplus data and insights implemented into a sole splash of interestingly portrayed compact information. Folks begin to dance with elation due to our Talent Management Powerpoint Presentation Slides. They will break out in a jig. https://bit.ly/2Wdgc7G
A Perspective Shift: Succession PlanningScott Patchin
Succession planning is not easy, but the process is pretty simple. Approach the topic from what it is, what it is not, and the barriers to leaders doing it - then learn a practical way to get started. This is a keynote workshop that can be delivered to groups of 100 to 1000, and 50% of it is hands on using a tool that will increase the engagement of your people in the process. I also do a live, unrehearsed conversation of what a conversation looks like.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The words "vision," "mission," "purpose" and "values," can hold very different meanings to different people. It is important that each organization must clarify what each term means. The priority is to have agreement among the people involved. When they are actually used in the way they were intended, vision, mission, purpose and values become powerful driving forces for building, running and growing your organization.
This presentation is ideal for setting the stage for a strategic planning workshop for organizational leaders and key employees. It also serves as useful material for the orientation of new hires, interns and temporary staff. Examples of vision and mission statements and core values from twenty successful organizations are included.
LEARNING OBJECTIVES
1. Acquire knowledge on the meanings of vision, mission and values
2. Understand the roles of vision, mission and values in strategy formulation
3. Review examples of the vision, mission and core values of successful organizations
CONTENTS
1. Introduction
2. Vision
3. Mission
4. Core Values
5. Examples
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
How to Build a World-Class High-Performance CulturePerformanceIN
Robert Glazer’s company, Acceleration Partners, has won numerous awards for their workplace culture and employee happiness, most recently #4 on Glassdoor’s Employees’ Choice Awards. Glazer attributes this success to the introduction of Company Core Values and a rigorous hiring process. Once employees are hired, care is taken to nurture staff both professionally and personally, while continuously evaluating their fit as the company grows. This 360⁰ approach has led employees to proclaim “I don’t know why I’d ever leave.” Glazer will share the evolution of these practices and his nontraditional approaches such as the Capacity/Experience Paradox, Mindful Transitions, and the Work-Life Paradigm.
As presented at PI LIVE 2018 - Europe's premier Performance Marketing Conference - https://performancein.live
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
A Perspective Shift: Succession PlanningScott Patchin
Succession planning is not easy, but the process is pretty simple. Approach the topic from what it is, what it is not, and the barriers to leaders doing it - then learn a practical way to get started. This is a keynote workshop that can be delivered to groups of 100 to 1000, and 50% of it is hands on using a tool that will increase the engagement of your people in the process. I also do a live, unrehearsed conversation of what a conversation looks like.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The words "vision," "mission," "purpose" and "values," can hold very different meanings to different people. It is important that each organization must clarify what each term means. The priority is to have agreement among the people involved. When they are actually used in the way they were intended, vision, mission, purpose and values become powerful driving forces for building, running and growing your organization.
This presentation is ideal for setting the stage for a strategic planning workshop for organizational leaders and key employees. It also serves as useful material for the orientation of new hires, interns and temporary staff. Examples of vision and mission statements and core values from twenty successful organizations are included.
LEARNING OBJECTIVES
1. Acquire knowledge on the meanings of vision, mission and values
2. Understand the roles of vision, mission and values in strategy formulation
3. Review examples of the vision, mission and core values of successful organizations
CONTENTS
1. Introduction
2. Vision
3. Mission
4. Core Values
5. Examples
Strategic Planning, Execution Frameworks & Organizational Health – Executive Summary
There are many frameworks and components for strategic management, planning, and execution; like a Ferrari, a BMW, or a Volkswagen, they all do the job – just differently. Ultimately, every business needs to answer some key questions:
Where are we? Where are we going? How do we get there? How are we doing? How do we function effectively? How can we influence what we cannot control? How should we appear to Customers (BtoB, BtoC)? How do we look to our investors? How do we look to our workforce? How do we sustain, and continuously learn & improve? What must we excel at to satisfy stakeholders? How do we become The Employer of Choice, and the Provider of Choice in the markets we serve?
Led by an internal team (which frequently includes the CEO, CFO, COO, CHRO, sales & marketing, IT/IS, and other represented disciplines), and sometimes also key stakeholders (customers, suppliers), the output is practical & tactical, helping to enable sterling execution & organizational health.
Strategic management is a method by which leaders conceive of and implement a strategy that leads to a sustainable competitive advantage.
Strategic planning is a systematic, organizational effort that includes initial assessment, thorough analysis, strategy formulation, its implementation and evaluation, leading to the achievement of business goals, and competitive advantage. Continuous improvement / continuous learning includes benchmarking, best practices, change management, and performance excellence. Input frequently comes from senior management, and may also come from lead investors, the workforce, key customers, suppliers, and distributors.
Execution frameworks help align the organization’s talent, organizational structure, programs, projects, tasks, processes, and technology, to ensure strategy is executed on time, on budget, as required, meeting (and exceeding) business goals. In many instances, an execution framework has few strategic objectives, numerous (enabling) tactical initiatives, measures, and targets, plans operations, monitors and learns, validates & adapts, supported by budget & resources.
Organizational health is about making a company function effectively by building a cohesive leadership team, establishing real clarity among those leaders, communicating that clarity to everyone within the organization, and putting in place enough structure to reinforce that clarity going forward, and aligning rewards, metrics, and resources.
How to Build a World-Class High-Performance CulturePerformanceIN
Robert Glazer’s company, Acceleration Partners, has won numerous awards for their workplace culture and employee happiness, most recently #4 on Glassdoor’s Employees’ Choice Awards. Glazer attributes this success to the introduction of Company Core Values and a rigorous hiring process. Once employees are hired, care is taken to nurture staff both professionally and personally, while continuously evaluating their fit as the company grows. This 360⁰ approach has led employees to proclaim “I don’t know why I’d ever leave.” Glazer will share the evolution of these practices and his nontraditional approaches such as the Capacity/Experience Paradox, Mindful Transitions, and the Work-Life Paradigm.
As presented at PI LIVE 2018 - Europe's premier Performance Marketing Conference - https://performancein.live
21st Century Talent Management: The New Ways Companies Hire, Engage, and LeadJosh Bersin
How are world-class companies managing their people in 2014 and beyond? This detailed research-based presentation overviews the new solutions for talent acquisition, leadership development, engagement, building Millenial leadership and employee capability development.
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
Managing staff poor performance handling staff capability issuesThe Pathway Group
Managing Poor Performance and capability
In order for a business to be successful, poor performance must be managed effectively. It is an essential management skill, and yet for many managers it can be one of the most stressful and difficult parts of their job. Ensuring you have a clear and well thought through process for managing poor performance is therefore vital; firstly to help managers perform well in the process, and secondly to give your staff and therefore your business the best chance of being successful.
When poor performance occurs
• Deal with poor performance immediately
• Don’t pre-judge the situation
• Be specific
• Be calm!
• Offer support
Every business must get the maximum level of performance possible from every employee. Selecting, placing, and then coaching employees helps them be happier and more productive. That inturn helps the business be more successful. This is a real win/win.
Demonstrating the impact and value of your vcse organisation CANorfolk
Part of CAN's 2020 Annual VCSE conference. This interactive session is designed to help you understand how you can demonstrate the value of what your organisation does. Led by Jenny Potkins (NCVO) and Paul Webb (MAP & Centre for Youth Impact) this session introduced how you can articulate the difference your organisation makes, and some of the processes and tools you can use to measure that difference.
Beyond Stakeholder Analysis And ManagementJoe Newbert
Why has project failure become the industry standard? How can projects deliver business value? What stands in the way of meeting stakeholder needs?
Finding answers to these questions in an imperative for organisations that wish to survive and thrive in the 4th Industrial Revolution — an era that’s bringing a dramatic increase in customer expectations, business risks and project pressures.
This presentation suggests the lenses for project success, works through a good-practice framework and considers valuable techniques to engage, communicate and collaborate around a shared understanding with the stakeholder community.
You’ll learn:
Challenges for business analysis, project delivery and change management
Activities for performing practical stakeholder analysis and management
Tactics for building relationships that satisfy your stakeholder, organization and self
Whether you’re a business analyst, project manager or a hybrid of the two, this talk will unpack what’s needed to create better stakeholder engagement experiences and attain the information needed to ultimately meet the needs of the business.
2. Today’s learning objectives
• Be able to define the Performance Improvement
Approach (PIA)
• Name the 5 performance factors
• Describe the steps in the PI framework
• Thirst for more!!
3. Introductions
• As we go around the room, say:
– Your name
– Your position
– Knowledge or experience with PI
4. Who Wants to Be a Millionaire?
• What is the name of the group of people who
are essential decision makers in the
Performance Improvement process?
Important People
Stakeholders
Presidents
Facilitators
5. Who Wants to Be a Millionaire?
• What is the name of the group of people who
are essential decision makers in the
Performance Improvement process?
Important People
Stakeholders
Presidents
Facilitators
6. Who Wants to Be a Millionaire?
• Which of the following is NOT a performance
factor (conditions necessary for people to
perform well in their jobs)?
Clear Job Expectations
Performance Feedback
Skills and Knowledge
Advocacy
7. Who Wants to Be a Millionaire?
• Which of the following is NOT a performance
factor (conditions necessary for people to
perform well in their jobs)?
Clear Job Expectations
Performance Feedback
Skills and Knowledge
Advocacy
8. Who Wants to Be a Millionaire?
• What term is used to describe the difference
between desired performance and actual
performance in the Performance Improvement
framework?
Performance hole
Performance spiral
Performance gap
Performance differential
9. Who Wants to Be a Millionaire?
• What term is used to describe the difference
between desired performance and actual
performance in the Performance Improvement
framework?
Performance hole
Performance spiral
Performance gap
Performance differential
10. Who Wants to Be a Millionaire?
• What is the name of the process where data is
collected to assess what performance problems
exist and what factors are causing them?
Performance Needs Assessment
Performance Evaluation
Training Evaluation
Performance Factoring
11. Who Wants to Be a Millionaire?
• What is the name of the process where data is
collected to assess what performance problems
exist and what factors are causing them?
Performance Needs Assessment
Performance Evaluation
Training Evaluation
Performance Factoring
14. What is the Performance
Improvement Approach?
A step-by-step methodology for finding out
what is needed to ensure good performance,
and delivering it
15. Factors Influencing Performance
Environment and supplies
Job expectations
Performance feedback
Motivation and incentives
Skills & knowledge
Organizational Support: Using Performance
Factors
16. Job Expectations
• Do providers know what is
expected of them?
– Guidelines, policies, standards,
procedures, protocols, job
descriptions
20. Knowledge and Skills
• Do providers know
how to do the
required job?
• Are there systems
and interventions to
address how to do a
job
21. Organizational Support
• Does the organization assure that all
the performance factors are in place?
• Through supportive supervision,
communication mechanisms, training,
functioning logistics systems, developing
job descriptions, updating and
disseminating policies, norms, and
protocols…
22. Benefits of PI
• Use systematic approach for finding the root
cause of the performance problem
• Helps avoid making assumptions
• Data driven
• Allowing you to implement the best
intervention that applies only to that root
cause
• Ensures training has maximum impact
23. PI answers these questions
What performance do we have now? (Actual)
What performance do we want? (Desired)
What is the difference? (Gap)
Why is there a difference? (Root causes)
What should we do about it? (Interventions)
24. Performance Measures…
• Quality
– Does the performance match the standard?
• Provider should counsel clients on the side effects of
their chosen method during FP counseling.
• Quantity
– Does the performance happen as much or as often as it should?
• Each provider sterilizes 4 sets of instruments at the
beginning of each day.
• The provider should always discuss side effects of the FP
method the client selects (100% of the time).
25. Performance Measures…
• Timeliness
– Does the performance happen on time?
• The provider should be ready to see clients by 9:00 a.m.,
every day.
– Does the performance happen as often as it should?
• The provider should do family planning counseling
with all eligible women and couples (100% of the
time).
32. Consider Institutional Context
• The mission of the organization
• The goals of the program
• Strategies in use already
• Culture of the organization and the country
• Client and community perspectives
34. Obtain and Maintain Stakeholder
Agreement
• Who are stakeholders?
• Gather information from key stakeholders
• Stakeholders meet to agree on desired
outcomes
• Actively participate in identifying goals, prioritizing
performance problems, analyzing root causes and
selecting interventions
• Ownership of process and commitment to making
improvements
36. Define Desired Performance
Definition:
What the organization would like to see happening,
Where do we want to go?
How do we want things to be?
i.e. What should the standard of FP services be?
What are the goals of the FP program?
What should providers, supervisors, and facilities be doing
to reach goals and objectives?
Defined by stakeholder consensus using
specific, measurable terms
37. Desired Performance Statements
Identify the performer
State accomplishments or behavior within control of
the performer
Observable
Measurable
Specific, can be agreed upon by independent
observers
Example: All FP providers should counsel FP clients on
HIV risk and prevention according to standards.
38. Desired Performance
Statements
Indicators Desired
Levels
Providers counsel FP clients
on side effects of their
selected method.
% of providers who tell clients about
the possible side effects of their
chosen method
90%
Providers promote male
involvement in RH/FP
services.
% of providers who encourage
women to have their spouse join
them for their FP consultation
60%
Community leaders should
talk about the benefits of FP
during community meetings.
% of community leaders who
mention FP during meetings in the
community
50%
Examples of desired performance
39. Practice 1—Define Desired
Performance Statements
Job: Waiter/waitress in a restaurant
Describe 2 desired performance statements
for this person
You have 15 minutes
41. Methods for assessing actual
performance
Use existing data!
Direct observation of performance
Facility audit
Provider interview
Clinic record review
Focus groups with community members
Client exit interview
Household survey
• Self-assessment
42. Actual Performance
Statements
One for each desired performance statement
Desired and actual performance are
measured with same indicators
43. Desired Performance
Statements
Actual Performance
Statements
90% of providers counsel FP clients
on side effects of their chosen
FP method
60% of providers counsel FP clients on
side effects of their chosen FP
method
60% of providers encourage women
to have their spouse join them for
their FP consultation
20% of providers encourage women to
have their spouse join them for
their FP consultation
50% of community leaders mention FP
during meetings in the community
0% of community leaders mention FP
during meetings in the community
Examples of actual performance statements
45. What is a Performance Gap?
Desired Performance — Actual Performance
Desired Performance
For example:
50% - 10% X 100 = 80% Gap
50%
X 100 = GAP
46. Desired Performance
Statements
Actual Performance
Statements
Performance
Gaps
90% of providers counsel
FP clients on side effects of
their chosen FP method
60% of providers counsel
FP clients on side effects of
their chosen FP method
33% of providers do NOT
counsel FP clients on side
effects of their chosen FP
method
60% of providers
encourage women to have
their spouse join them for
their FP consultation
20% of providers
encourage women to have
their spouse join them for
their FP consultation
67% of providers do NOT
encourage women to have
their spouse join them for
their FP consultation
50% of community leaders
mention FP during
meetings in the community
0% of community leaders
mention FP during meetings
in community
100% of community
leaders do NOT mention
FP during meetings in the
community
Examples of Performance Gaps
47. Prioritize Performance Gaps
• Cannot work on every performance gap at once
– Resources are limited
– Need to focus the efforts for greater success
• How to prioritize gaps?
Largest gaps
Critical area of performance
• Can select via democratic voting process or other method
• Place in priority order (i.e. highest number of votes to
lowest number)
48. Practice 2—Performance Gaps
• For each desired performance statement
discuss and agree on actual performance
based on your experience eating out
• Determine the size of the gap for each
performance statement
• You have 3 minutes.
51. Root Cause Analysis Technique
For each gap, ask “why is this happening?”
For each answer, ask “why” again?
Record all responses as they come up
Keep asking “why?” until there are no more reasons
Stop when you say “I don’t know”
The root cause is the lowest-level cause that something can
be done about.
52. Gap: Supervisors are not making appropriate number of supervision visits
Root Cause Analysis Example
Did not know how many visits were expected No transport
No one told themHave no job
description No funds
No one developed a
Job description
No one’s job
to tell them Did not request funds
Did not know how to complete
the funding request form
Were not trained
Have no supervisor
No support system for them
Not in their
training
Example: Ghana,
2000
Why? Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
Why?
I don’t
know
I don’t
know
I don’t know I don’t know
Why?
Why?
Why? Why?
53. Practice 3—Root Cause Analysis
• Discuss and select the priority performance
gap that is most important to work on first
• Use the multiple whys technique to uncover
the root cause (s) for that 1 gap
• You have 15 minutes.
55. Steps to select interventions (1)
• Define intervention criteria
• Make a list of criteria for judging possible
interventions, some examples include:
• Affordable
• Feasible (considering resources)
• Time bound (i.e. completed within 1 year)
• Culturally appropriate
56. Steps to select interventions (2)
• Brainstorm possible interventions
– Generate as many possibilities as you can
• Prioritize and select interventions
– Compare each intervention to criteria list
– Cross out those that do not meet the criteria
• Select the best intervention to fix the root cause—aim
for 1 intervention per root cause
• Develop action plan for each intervention:
– Activities/steps/tasks
– Person responsible
– Timeframe
57. Intervention and Action Plan Format
Performance
Gap
Root
Cause
Intervention Activity/
Steps
Person
Respon-
sible
Time-
frame
Clinical
officers,
midwives, and
nurses are not
performing
IUCD insertion
Lack of
knowledge
and skills
Training of
health workers
Identify
training
sites
Identify
trainees
Identify
supplies
Conduct
training
District
director
District
Nurse
District
health team
District
trainers
30-03-05
30-03-05
30-04-05
30-04-05
58. Design Interventions
• Form and convene a design and development
team
– Involve potential implementers
• Develop a workplan for the design and
development team
• Design and develop interventions
• Field test where appropriate
• Identify input, process and output indicators
60. Implement Interventions
• Develop an implementation plan and a
monitoring and evaluation plan
• Identify and mobilize resources
• Carry out interventions
• Foster and document organizational change
process
62. Monitor & evaluate performance
• Monitor the implementation and make adjustments as
necessary
• Repeat the baseline data collection exercise using the same
indicators and instruments
• Compare baseline to final results
– Make statements about the extent to which the gaps closed
• Where goals were met, celebrate!
• Where goals were not met, analyze and cycle through PI
process again