The document discusses adding human performance improvement (HPI) to consulting toolkits. It provides an agenda for a workshop on the topic, including introductions, presentations on human performance technology (HPT) and HPI, group activities, and lessons learned. Key terms in HPT, HPI and performance consulting are defined. The business case for HPT is that most performance issues stem from work environments rather than individuals, and HPT offers solutions beyond just training. HPI interventions are given as examples to close performance gaps. A brief history of HPT emerging from behavioral psychology is also provided.
White paper: "Human performance improvement"APARNA SANAKA
The document discusses using root cause analysis and Ben Marguglio's Human Error Causal Factor Taxonomy to reduce human errors in a software maintenance project. It describes a case study where a financial services company outsourced website maintenance work. Root cause analysis identified that 44% of low quality ratings were due to human performance issues. Applying the taxonomy helped analyze causal factors and improve processes, training, and communication. As a result, customer satisfaction increased by 8% while the number of low quality ratings decreased.
Human performance technology (HPT) is a systematic approach to improving organizational performance by analyzing and addressing performance gaps, causes, and solutions. It involves a seven-step process of setting goals, assessing current performance status, analyzing gaps, identifying performance causes, selecting interventions, implementing solutions, and evaluating results. HPT focuses on outcomes, takes a systems view, and establishes collaborative partnerships to add value through a strategic process for analyzing and solving performance problems.
This document outlines ChemCo's change management plan to address lack of engagement, standardization, and communication through Kotter's 8-step model. The plan aims to empower employees, innovate processes, and align the company. Key elements include forming a guiding coalition, developing a strategic vision to empower and innovate, communicating the vision, removing barriers like silos and outdated systems, celebrating short-term wins, and instituting permanent change to increase engagement and profitability. The expected outcomes include $120 million in annual cost savings through 1.15% efficiencies at each of ChemCo's 21 manufacturing sites.
The document summarizes an organizational level performance analysis and intervention at a company using the Human Performance Technology model. The intervention included analyzing metrics, workflows, culture and skills gaps. It implemented initiatives like cross-functional teams, a competency model, leadership development and partnering with suppliers and customers. As a result, the company accelerated innovations, reduced costs, improved safety and partnerships, developed a feedback culture and enhanced leader competencies, though it missed opportunities for larger societal impacts.
The document outlines the goals and processes of a transformation team. The team aims to (1) communicate their views to obtain buy-in from the CEO, (2) address the lack of clarity and focus in achieving the end state vision, and (3) create a high-performance team that delivers results and achieves the vision. Key roles on the team include game changers, motivators, and drivers who will coordinate efforts, integrate feedback, and manage stakeholders. The team's processes include change management, feedback collection, and communication through updates, town halls and stakeholder presentations.
Leveraging Lean Six Sigma to Sustain HR OperationsMark Gavora
Lean Six Sigma is a commonly accepted best practice process improvement methodology. In spite of this, it has yet to be consistently adopted by Human Resources. This presentation walks participants through using a lean approach to identify, justify, improve and validate value from an HR operational improvement initiative.
The document outlines 10 essential elements of effective organizational performance management: being driven by organizational strategy and leadership, being a continuous process, being based on both internal and external as well as quantitative and qualitative factors, focusing on both short-term and long-term goals, being inclusive and participative, aiming to develop people and capacity, linking performance to rewards, and being technology-enabled. It then provides questions to help assess how well an organization incorporates each of these 10 elements.
The document discusses adding human performance improvement (HPI) to consulting toolkits. It provides an agenda for a workshop on the topic, including introductions, presentations on human performance technology (HPT) and HPI, group activities, and lessons learned. Key terms in HPT, HPI and performance consulting are defined. The business case for HPT is that most performance issues stem from work environments rather than individuals, and HPT offers solutions beyond just training. HPI interventions are given as examples to close performance gaps. A brief history of HPT emerging from behavioral psychology is also provided.
White paper: "Human performance improvement"APARNA SANAKA
The document discusses using root cause analysis and Ben Marguglio's Human Error Causal Factor Taxonomy to reduce human errors in a software maintenance project. It describes a case study where a financial services company outsourced website maintenance work. Root cause analysis identified that 44% of low quality ratings were due to human performance issues. Applying the taxonomy helped analyze causal factors and improve processes, training, and communication. As a result, customer satisfaction increased by 8% while the number of low quality ratings decreased.
Human performance technology (HPT) is a systematic approach to improving organizational performance by analyzing and addressing performance gaps, causes, and solutions. It involves a seven-step process of setting goals, assessing current performance status, analyzing gaps, identifying performance causes, selecting interventions, implementing solutions, and evaluating results. HPT focuses on outcomes, takes a systems view, and establishes collaborative partnerships to add value through a strategic process for analyzing and solving performance problems.
This document outlines ChemCo's change management plan to address lack of engagement, standardization, and communication through Kotter's 8-step model. The plan aims to empower employees, innovate processes, and align the company. Key elements include forming a guiding coalition, developing a strategic vision to empower and innovate, communicating the vision, removing barriers like silos and outdated systems, celebrating short-term wins, and instituting permanent change to increase engagement and profitability. The expected outcomes include $120 million in annual cost savings through 1.15% efficiencies at each of ChemCo's 21 manufacturing sites.
The document summarizes an organizational level performance analysis and intervention at a company using the Human Performance Technology model. The intervention included analyzing metrics, workflows, culture and skills gaps. It implemented initiatives like cross-functional teams, a competency model, leadership development and partnering with suppliers and customers. As a result, the company accelerated innovations, reduced costs, improved safety and partnerships, developed a feedback culture and enhanced leader competencies, though it missed opportunities for larger societal impacts.
The document outlines the goals and processes of a transformation team. The team aims to (1) communicate their views to obtain buy-in from the CEO, (2) address the lack of clarity and focus in achieving the end state vision, and (3) create a high-performance team that delivers results and achieves the vision. Key roles on the team include game changers, motivators, and drivers who will coordinate efforts, integrate feedback, and manage stakeholders. The team's processes include change management, feedback collection, and communication through updates, town halls and stakeholder presentations.
Leveraging Lean Six Sigma to Sustain HR OperationsMark Gavora
Lean Six Sigma is a commonly accepted best practice process improvement methodology. In spite of this, it has yet to be consistently adopted by Human Resources. This presentation walks participants through using a lean approach to identify, justify, improve and validate value from an HR operational improvement initiative.
The document outlines 10 essential elements of effective organizational performance management: being driven by organizational strategy and leadership, being a continuous process, being based on both internal and external as well as quantitative and qualitative factors, focusing on both short-term and long-term goals, being inclusive and participative, aiming to develop people and capacity, linking performance to rewards, and being technology-enabled. It then provides questions to help assess how well an organization incorporates each of these 10 elements.
This 1-day workshop equips leaders, managers, and agents of change with the key elements required for effectively managing change. The workshop covers drivers of change, models of change management, dealing with resistance, and key success factors. Through facilitated discussions and activities, participants learn principles of change management and how to apply their learning to real-life organizational problems. A half-day follow up session reinforces the workshop outcomes. The workshop is delivered by Stratserv Consultancy and Value Consulting Asia to help organizations thrive in today's rapidly changing business environment.
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Human Performance Technology - What Is Hptjalasayanan
I would conduct a thorough analysis of the performance issue across three levels - organizational, process, and individual performer. This would involve gathering data on sales trends, contractor capabilities and goals, as well as identifying specific performance gaps. Based on the analysis, I would design and implement interventions targeting information, knowledge, and incentives to help the contractor successfully market and sell the company's products. The overall goal would be to close the performance gap and increase sales in a cost-effective manner.
February 2019 CoP Webinar - Building Maturity - using the Change Management M...Prosci ANZ
Vicky Emery, General Manager at Prosci, presented a webinar on using the Prosci Change Management Maturity Audit. The webinar introduced the Prosci Change Management Maturity Model and benchmark data on change management maturity globally and by region/industry. Emery reviewed the 5 elements that build change management maturity - Leadership, Application, Competencies, Standardization, and Socialization. An example organization's audit results were shared, showing their overall maturity level of 2.3. Emery provided top tips for effectively using the audit, such as completing it yourself first and allowing time for discussion. The audit can be used to strategically plan how to increase an organization's change management maturity over time.
Change Management Framework: Step 2 - Sponsorship is one of the Most Importan...Peter F Gallagher
a2B Advisory Consulting, without effective and proactive project sponsorship, the project will eventually fail. There are three key elements to sponsor the project: ‘Say’, ‘Support’ and ‘Sustain’!
Peter F Gallagher
www.peterfgallagher.com
www.a2B.consulting
Extract from our - Change Management Framework: Step 2
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
Catherine Smithson presented on measuring change maturity in organizations. She discussed why measuring maturity is important, such as to establish a baseline and track progress. Two common tools for assessing maturity are the Change Management Institute's Organizational Change Maturity Model and Prosci's Change Management Maturity Model Audit. Prosci research found that on average organizations have a maturity level of 2.59 on a 5-point scale. The presentation provided tips for conducting a successful maturity audit, such as choosing the right participants and using a facilitator to focus on discussions rather than scores.
Strategic change management in large organizations is complex, involving hundreds to thousands of people across multiple programs and projects. It requires addressing both structural and cultural changes while continuing business operations. Successful change depends on establishing a clear need for change, communicating an attractive vision, and convincing people the change is practical. It also requires overcoming resistance, which varies based on the perceived threats and benefits of change. A holistic approach is needed to coordinate all elements of the organization, as modeled by frameworks like the Burke-Litwin Change Model. While new processes and systems are important, truly benefiting requires supporting people through the emotional transitions of change over time.
HPT is a systematic approach to improving human performance that involves three processes: performance analysis to understand current and desired performance, cause analysis to identify reasons for performance gaps, and intervention selection such as training, process changes, or policy changes. Instructional design is one tool that can be used within HPT when training interventions are selected, following the systematic ADDIE model of analysis, design, development, implementation, and evaluation. The overall goal of HPT and instructional design is to apply a systematic approach to solving performance problems within organizations.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Change Management 3. Le 5 attività per rendere efficienti i cambiamentiManager.it
The document discusses five key activities for effective change management:
1. Motivating change by sensitizing organizations to pressures for change and conveying positive expectations.
2. Creating a vision of change to reveal discrepancies between current and desired states.
3. Developing political support for the change.
4. Managing the transition of change through the four phases of denial, resistance, exploration, and commitment.
5. Sustaining momentum for the change over time.
Addressing the common challenges of benefits realisation management, workshop 1, Laura Brock, London, 23 June 2016
The APM Benefits Summit 2016
APM Benefits Management SIG
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
This document outlines considerations for deploying Lean Six Sigma in an organization. It discusses establishing long term goals, addressing differences between public and private sectors, determining how Lean Six Sigma fits with other initiatives, and selecting an appropriate deployment model. The document provides details on enterprise-wide, department/business unit, targeted, and grassroots deployment models. It emphasizes the importance of the deployment foundation, focusing on critical areas, defining roles and responsibilities, and developing talent. It also covers change management, infrastructure support, training approaches, and ensuring successful project execution.
This document provides a checklist for business readiness planning with questions in several key areas: change strategy, communications, training, support, and documentation. It prompts identifying stakeholders and their roles, how the change supports organizational priorities, leading people through the change process, evaluating stakeholder buy-in, managing resistance, defining key messages and audiences, identifying training needs and timelines, planning support resources and evaluation, and determining documentation requirements. The checklist aims to guide comprehensive planning across multiple workstreams to successfully implement organizational changes.
Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Agile Network India | Managing teams in remote setup | Sonika TalwarAgileNetwork
Sonika Talwar presented on managing teams in remote setups. Some of the key points included understanding teams, using empathy, and building connections between team members. Leading teams remotely requires clear communication, setting guidelines, and encouraging work-life balance through initiatives like online courses and celebrating successes. Effective remote leadership requires building trust, avoiding micromanagement, and appreciating team members.
The document discusses how neuroscience can help with design. It describes the different parts of the brain and their functions, such as the brain stem regulating basic functions and the prefrontal cortex giving humans reason. It discusses System 1 thinking as emotional and instinctive, and System 2 as logical. It introduces the SCARF model which says the brain desires status, certainty, autonomy, relatedness, and fairness. It also discusses concepts like cognitive dissonance, eye tracking patterns, and how stories engage different parts of the brain.
This 1-day workshop equips leaders, managers, and agents of change with the key elements required for effectively managing change. The workshop covers drivers of change, models of change management, dealing with resistance, and key success factors. Through facilitated discussions and activities, participants learn principles of change management and how to apply their learning to real-life organizational problems. A half-day follow up session reinforces the workshop outcomes. The workshop is delivered by Stratserv Consultancy and Value Consulting Asia to help organizations thrive in today's rapidly changing business environment.
The document discusses the role of HR in supporting lean transformation efforts. It identifies five key variables for successful lean transformation: 1) developing teams, 2) calculating and communicating metrics, 3) ensuring communication across the organization, 4) clarifying employee roles, and 5) celebrating successes. The document provides recommendations for how HR can help develop these variables, such as establishing lean leadership development programs and reward structures that encourage teamwork over individual performance.
Human Performance Technology - What Is Hptjalasayanan
I would conduct a thorough analysis of the performance issue across three levels - organizational, process, and individual performer. This would involve gathering data on sales trends, contractor capabilities and goals, as well as identifying specific performance gaps. Based on the analysis, I would design and implement interventions targeting information, knowledge, and incentives to help the contractor successfully market and sell the company's products. The overall goal would be to close the performance gap and increase sales in a cost-effective manner.
February 2019 CoP Webinar - Building Maturity - using the Change Management M...Prosci ANZ
Vicky Emery, General Manager at Prosci, presented a webinar on using the Prosci Change Management Maturity Audit. The webinar introduced the Prosci Change Management Maturity Model and benchmark data on change management maturity globally and by region/industry. Emery reviewed the 5 elements that build change management maturity - Leadership, Application, Competencies, Standardization, and Socialization. An example organization's audit results were shared, showing their overall maturity level of 2.3. Emery provided top tips for effectively using the audit, such as completing it yourself first and allowing time for discussion. The audit can be used to strategically plan how to increase an organization's change management maturity over time.
Change Management Framework: Step 2 - Sponsorship is one of the Most Importan...Peter F Gallagher
a2B Advisory Consulting, without effective and proactive project sponsorship, the project will eventually fail. There are three key elements to sponsor the project: ‘Say’, ‘Support’ and ‘Sustain’!
Peter F Gallagher
www.peterfgallagher.com
www.a2B.consulting
Extract from our - Change Management Framework: Step 2
TetraPak Develops Change Management SkillsBrad Power
Packaging company TetraPak responded to increasing change by developing one common approach to change management, then rolled out training and deployed transformation experts. How do you build change skills in your organization?
Catherine Smithson presented on measuring change maturity in organizations. She discussed why measuring maturity is important, such as to establish a baseline and track progress. Two common tools for assessing maturity are the Change Management Institute's Organizational Change Maturity Model and Prosci's Change Management Maturity Model Audit. Prosci research found that on average organizations have a maturity level of 2.59 on a 5-point scale. The presentation provided tips for conducting a successful maturity audit, such as choosing the right participants and using a facilitator to focus on discussions rather than scores.
Strategic change management in large organizations is complex, involving hundreds to thousands of people across multiple programs and projects. It requires addressing both structural and cultural changes while continuing business operations. Successful change depends on establishing a clear need for change, communicating an attractive vision, and convincing people the change is practical. It also requires overcoming resistance, which varies based on the perceived threats and benefits of change. A holistic approach is needed to coordinate all elements of the organization, as modeled by frameworks like the Burke-Litwin Change Model. While new processes and systems are important, truly benefiting requires supporting people through the emotional transitions of change over time.
HPT is a systematic approach to improving human performance that involves three processes: performance analysis to understand current and desired performance, cause analysis to identify reasons for performance gaps, and intervention selection such as training, process changes, or policy changes. Instructional design is one tool that can be used within HPT when training interventions are selected, following the systematic ADDIE model of analysis, design, development, implementation, and evaluation. The overall goal of HPT and instructional design is to apply a systematic approach to solving performance problems within organizations.
Change Management is a term that is often loosely used and confused. It is an everyday specialization that deserves niche attention in the strategic framework of an organization.
Change Management 3. Le 5 attività per rendere efficienti i cambiamentiManager.it
The document discusses five key activities for effective change management:
1. Motivating change by sensitizing organizations to pressures for change and conveying positive expectations.
2. Creating a vision of change to reveal discrepancies between current and desired states.
3. Developing political support for the change.
4. Managing the transition of change through the four phases of denial, resistance, exploration, and commitment.
5. Sustaining momentum for the change over time.
Addressing the common challenges of benefits realisation management, workshop 1, Laura Brock, London, 23 June 2016
The APM Benefits Summit 2016
APM Benefits Management SIG
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
This document outlines considerations for deploying Lean Six Sigma in an organization. It discusses establishing long term goals, addressing differences between public and private sectors, determining how Lean Six Sigma fits with other initiatives, and selecting an appropriate deployment model. The document provides details on enterprise-wide, department/business unit, targeted, and grassroots deployment models. It emphasizes the importance of the deployment foundation, focusing on critical areas, defining roles and responsibilities, and developing talent. It also covers change management, infrastructure support, training approaches, and ensuring successful project execution.
This document provides a checklist for business readiness planning with questions in several key areas: change strategy, communications, training, support, and documentation. It prompts identifying stakeholders and their roles, how the change supports organizational priorities, leading people through the change process, evaluating stakeholder buy-in, managing resistance, defining key messages and audiences, identifying training needs and timelines, planning support resources and evaluation, and determining documentation requirements. The checklist aims to guide comprehensive planning across multiple workstreams to successfully implement organizational changes.
Behind any successful change implemented in an organisation, there is a strategy. Without strategy the chances of a change initiative succeeding are significantly reduced.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
Agile Network India | Managing teams in remote setup | Sonika TalwarAgileNetwork
Sonika Talwar presented on managing teams in remote setups. Some of the key points included understanding teams, using empathy, and building connections between team members. Leading teams remotely requires clear communication, setting guidelines, and encouraging work-life balance through initiatives like online courses and celebrating successes. Effective remote leadership requires building trust, avoiding micromanagement, and appreciating team members.
The document discusses how neuroscience can help with design. It describes the different parts of the brain and their functions, such as the brain stem regulating basic functions and the prefrontal cortex giving humans reason. It discusses System 1 thinking as emotional and instinctive, and System 2 as logical. It introduces the SCARF model which says the brain desires status, certainty, autonomy, relatedness, and fairness. It also discusses concepts like cognitive dissonance, eye tracking patterns, and how stories engage different parts of the brain.
IQ Management - Moving Into Your New Management RoleInterQuest Group
Moving into a new job as a manager can be a daunting and challenging experience.
Here are IQ's top tips on how to make the transition as smooth as possible!
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
This document discusses Peter Drucker's views on management. Some key points:
1. Drucker sees management as a discipline that involves setting objectives, organizing work, motivating people, measuring performance, and developing individuals within an organization.
2. New demands are placed on managers due to trends like the rise of the knowledge economy and changing demographics. Managers must adapt to these new realities.
3. Drucker discusses various aspects of effective management including decision making, developing people, innovation, organizational structure, and social responsibilities of institutions.
4. The role of the individual is also changing in the knowledge society, with new demands for continuous learning and adapting to different jobs and careers over a lifetime.
Definitions of management by various authorPawel Gautam
Management can be defined in several ways as it is a complex concept with many perspectives. Some key definitions include:
- Management is the art of getting things done through others and with formally organized groups (Harold Koontz).
- It involves planning, organizing, actuating and controlling to accomplish predetermined objectives (George R. Terry).
- Modern views see management as a process that utilizes resources to influence human action and facilitate organizational change (Theo Haimann & William Scott).
- In conclusion, management can be defined as the process of planning, organizing, staffing, directing and controlling people's efforts in a business organization to achieve goals.
Soft skills improvement is perceived as something intangible and doesn’t demonstrate increased results immediately. It can be labor intensive to observe each employee who is trained for different skills. To measure these skills correctly, it takes an unbiased professional to evaluate the behavioral changes. To develop effective measures of soft skills training, it is important to understand some of the drivers for implementing these programs in the first place. Many organizations implement soft skills programs to drive the professional development and growth of their employees. Organizations may identify key values and/or competencies and then build a training program to instill the values within their participants. In this session, we’ll discuss developing a plan for ROI to effectively measure the program and deliver quantifiable metrics to the organization.
Join us for this complimentary TICE Virtual Conference session. Your host, Julie Kirsch, director of program development at CohnReznick, will explore the challenges of measuring soft skills training, discuss how soft skills impact the business performance and strategies, and the various approaches that can be used to measure the program(s).
This leadership development program for new managers and supervisors consists of 10 modules to help participants master crucial competencies for successful management. The modules will provide skills in areas like planning, organizing, coaching, motivating, delegating, communicating, providing feedback, developing others, performance management, and building team purpose. Upon completing the program, managers and supervisors will be prepared to tackle challenges with confidence and effectively lead their teams at the company.
This document provides a diagnostic tool to help HR and business leaders determine if restructuring is the appropriate solution to address business challenges or opportunities. The diagnostic involves interviewing functional and business unit leaders to assess challenges and goals. It then evaluates five potential root causes of performance issues: strategy, talent capabilities, rewards, processes, and structure. The responses are analyzed to identify the most pressing challenge, and action plans are provided to address non-structural issues. If structure is identified as the root cause, then restructuring should be considered.
PPDA is a project management company that provides turnkey solutions in various specialist fields including human resource management, training, property management, valuation, and cleaning services. It is led by Adv. Job Moraka who has extensive experience in strategic and operational management. PPDA uses a structured project management approach and works with qualified experts and technical partners to implement projects for clients.
1) The document discusses establishing a performance improvement culture within an organization by linking strategies, capabilities, and individual/team performance.
2) It provides a framework for performance improvement that includes defining desired performance, identifying performance gaps, determining root causes, selecting and implementing actions, and ongoing monitoring and evaluation.
3) The manager's role includes setting clear expectations, providing feedback, ensuring adequate resources and training, and motivating employees through communication, systems, and performance management.
PCV2013 The Leadership Role for Product ManagersDerek Pettingale
This session will review leadership dynamics and the cross-functional leadership required to propel your product to a greater level of success. Includes Additional Slides on: Leadership Qualities, Organizational Culture Grid, Matrix of Requirements for Effective Change, Team Work Values and Manifesto.
The Racca Solutions Group uses a baseline assessment process to help clients strategically address challenges. This involves assessing organizational structure, process capabilities, and technology capabilities to identify strengths, vulnerabilities, and opportunities. Racca then works with clients on change management, project planning, cost management, knowledge transfer, and making improvements sustainable through operational excellence programs to help clients achieve peak performance and practical solutions.
This document discusses competency mapping. It defines competency mapping as identifying the key competencies required for particular jobs and using this information for tasks like recruitment, training, performance management and succession planning. It outlines several models of competency mapping including single job, multiple job and one-size-fits-all models. The document also discusses benefits of competency mapping like assessing employees against standards, reducing training costs, and facilitating development. Limitations include difficulties in evaluating competencies and assessing results accurately.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Performance Evaluation PowerPoint Slides include topics such as: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Why is this Program different from all of the others? We mentor and coach all individuals between sessions in a practical way to help them implement what was learned. Even at the end of the program, we will offer participants the opportunity to receive coaching and to review their development a year later.
Each session will provide participants with key learnings that are to be implemented before the next session. We walk with them through an individual developmental change process.
This is not a one-size fits-all approach to partner development. This program is customized with interactive sessions with instructors who have done what the participants do. We will have round table discussions so they will be able to ask questions and get straightforward answers. The virtual coaching is an opportunity to have one-on-one meetings with each of our instructor coaches.
The Executive Development Program process will give participants the opportunity to network, talk with people who are doing and have done what they do, and talk with leadership experts in guiding and leading the firm.
Break Out of the Training Box with the Six Boxes® Approachcarlbinder
The document discusses an approach called the Six Boxes® for improving organizational performance. It addresses challenges training professionals face in connecting training to business results and partnering with stakeholders. The Six Boxes® model identifies six factors that influence employee behavior and performance. It provides a framework to analyze performance, identify needed behaviors, and plan interventions to improve performance by managing the six influence factors. The approach can be used by professionals at all levels and functions to improve performance through clear communication and a performance-based culture.
Performance appraisals are an important tool in performance management that allow managers and employees to discuss performance, development, and goals. The appraisal should be a two-way conversation where both parties can freely exchange views. While appraisals typically review past performance, they are most effective when used to create development plans and agree on future improvements. Performance management is a broader, more strategic process that brings together many activities, including appraisals, to effectively manage individuals and teams toward organizational goals. Appraisals alone do not constitute full performance management.
Strategic Learning and Organisational Capability FrameworksAcorn
An organisational capability framework creates a common language of expected behaviours across teams, as well as providing a basis for resourcing and workforce planning activities.
For more content like this, check out Acorn Labs: http://acornlabs.education/
Strategic Thinking is critical to the long term success of organizations. But how can you develop these skills in your managers and leaders? Here, we introduce how focusing on strategic management skills can provide a framework. And we provide 5 tips for ensuring the you implement a successful approach to strategic management training.
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
A classical review of relationship between Leadership Development Strategy and Strategic Planning. Failure at one end generates heterogeneous domino effects in the other. Their codependency culminates in Propensity for Assurance.
Performance appraisals are an important tool for performance management that allow managers and employees to discuss an individual's performance and development needs. The appraisal should be a two-way conversation where both parties can freely exchange views. In addition to reviewing past performance, appraisals should also be used to set development goals and plans for improving performance going forward. While appraisals are one aspect of performance management, they do not constitute a full performance management system on their own. Performance management is a broader, more strategic and integrated process for achieving organizational goals.
Similar to Performance Management 2.0 - Taking Performance Management to the Next Level (20)
Presentation by Dr. Patrina Clark for a special web series on issues affecting women who aspire to senior leadership positions in the federal government.
Capabilities presentation for Pivotal Practices Consulting LLC's customized learning solutions. Solutions are targeted to leadership development and include instructor-led classroom training, leader coaching, individual assessments, and webinars. Space in our Leadership Academy is included at no additional cost when contracting for Pivotal learning solutions.
I had the privilege of delivering a webinar presentation for the Treasury Executive Institute on talent leadership. I was asked to share insights from my 25-year federal career and strategies for effective talent leadership in the federal government. I also shared a bit about the importance of an inclusive organizational culture and three of my favorite management/leadership books. It was a wonderful reflective exercise, and I look forward to sharing more about my journey in the coming weeks and months.
Presentation on maximizing employee engagement. Holistic advocacy is discussed, with an emphasis on the employee element. Additional discussion points include barriers to engagement, enablers of engagement, and tips for using employee surveys as ONE data point in an evidence-based approach to enhancing engagement.
Slide deck that accompanies the 2-day course designed to provide a foundation in Federal human resources, with an overview of the OPM occupational series.
Second webinar on employee engagement where we define engagement and characteristics, explore why it matters so much at the organizational and individual levels, and identify strategies for becoming more personally engaged.
In the first of this 5-part free webinar series, Patrina Clark and Allan Schweyer share the fundamental drivers of engagement and strategies organizations can use to increase employee engagement.
The document summarizes a webinar on leadership presented by Patrina M. Clark and Derk Mattocks. Clark discusses authentic leadership and key qualities like understanding purpose, leading with heart, demonstrating self-discipline, practicing solid values, and establishing connected relationships. Additional ideas discussed include self-awareness, balancing intrinsic and extrinsic motivations, and building a support team. Contact information is provided for Patrina M. Clark of Pivotal Practices Consulting.
- The document discusses organizational change in the federal government. It notes that federal agencies face continuous change due to new missions, more stakeholders, and limited resources. Managing change effectively is critical but remains challenging.
- It summarizes several articles that were part of a forum on driving meaningful change in government. The articles address topics like improving the change process, the role of leadership and performance management in change, and developing talent to enable change.
- Two key ideas discussed are that managing change in a large organization like the federal government is incredibly complex, and that managing change well provides an opportunity to develop the workforce, increase engagement, and improve mission effectiveness.
Federal worker satisfaction and commitment levels are at their lowest levels according to surveys. Only 38% of employees feel that their leadership will make meaningful changes based on survey results. Additionally, scores on leadership questions decreased in most areas in 2014. Only 30% of American employees and 13% of all global employees are actively engaged at work. Disengaged employees risk lower productivity and conduct issues while actively disengaged employees may undermine others. The document provides ideas for improving employee engagement such as focusing on front line workers, leveraging employee perspectives, selecting engaged managers, and coaching managers to foster daily engagement.
The document summarizes a presentation on performance management 2.0. It discusses three dynamics of performance: personal, objective, and inclusive. It outlines the SCARF model for understanding how social threats and rewards impact motivation. It also discusses using the Birkman method to understand individual drivers and how two people's interactions can meet or not meet needs and interests. The presentation aims to address common issues with performance management like it being a waste of time and inaccurate. It promotes the idea that better individual engagement leads to better organizational performance.
The document discusses The Birkman Method, which is an online assessment that measures personality traits, social perceptions, motivation, and occupational interests. It provides insights into usual behaviors, needs, and stress behaviors. The Birkman Method offers a comprehensive assessment and database that can be used for career management, coaching, conflict resolution, hiring, leadership development, and other applications. It was developed in the 1940s and is based on the concept that behavior is influenced by the interaction between a person's characteristics and their environment.
Federal worker satisfaction and commitment are at their lowest levels according to surveys. Only 38% of employees believe survey results will lead to changes, and less than half participated. Scores on leadership questions decreased in 2013, with only 41% saying leaders generate high commitment. Beyond budget issues, engagement is low worldwide with only 30% of American employees actively engaged. Disengaged employees have lower productivity and innovation while actively disengaged employees may have conduct issues. Leaders must understand what motivates employees, model desired behaviors, and actively engage all levels to create shared accountability and engagement.
The federal hiring process can be confusing. Patrina Clark shares three tips for increasing the chances of your application being seen by the hiring manager.
Patrina Clark shares 12 insights from her 25-year public service career at four different agencies (IRS, Navy, Federal Election Commission, and US Government Accountability Office (GAO)).
Federal contract awards to women-owned firms are disproportionately low at just over 3% compared to women-owned firms representing almost 30% of all firms. There is considerable room for improvement in implementing legislation that aims to set aside contracts for women-owned firms. Key areas for improvement include reducing administrative burdens, improving training, providing clear guidance, decreasing reliance on preferred vendors, and enhancing accountability of procurement officials.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Employment PracticesRegulation and Multinational Corporations
Performance Management 2.0 - Taking Performance Management to the Next Level
1.
2.
3. Session Objectives
Describe the talent management process and the role of
performance management as part of it.
Discuss the performance development cycle.
Discuss the SCARF model and its implications for the
performance management process.
Describe a process for identifying performance problems
and tools to address those problems.
Discuss the interdependencies of internal programs and
services with the performance management program.
9. www.neuroleadership.com
For a more detailed look at the neuroscience behind the model, please read
“SCARF: A brain based model for collaborating with and influencing others”
by David Rock.
16. Thank You
Pivotal Practices Consulting LLC
Pivotal Practices Consulting LLC (PPC) specializes in reducing the administrative
burden experienced by executives and managers by supporting these leaders in
fulfilling their most time consuming responsibilities. Areas of focus include
performance management, worker engagement, and organizational inclusion. This
enables these leaders to focus more of their time and energy on other critical work
priorities. Leveraging 25 years experience as a federal program manager and
executive, the firm delivers results that are responsive to leaders’ most pressing
people challenges.
6301 Ivy Lane, Suite 108 (301) 927-2389
direct
Greenbelt MD 20770 (855) 85-PIVOT toll-
Editor's Notes
Good morning! I’m so excited to be here with you today. {Brief Intro}
Ideally, the performance management process serves as an organizational mirror to employees about how the organization perceives their contributions to meeting the organization’s goals and objectives. For too many employees, though, the mirror is either murky or invisible. Or, worse, it is reminiscent of one of those distorted mirrors that are popular in fun houses. Some of the reasons the mirror sometimes provides inaccurate reflections of performance include:Late/delayed (after-the-fact) feedbackUnclear/vague languageIncorrect informationInconsistent information either from multiple supervisors or the same supervisorThe best performance management processes are clear mirrors that accurately, fairly and consistently allow employees to see themselves objectively and timely.ACTIVITY: In dyads or triads, please complete the discussion questions on page 2 of your handout.
Performance management is a process supported by three organizational elements – the process, the people, and the technology. And, these objectives will inform our discussion of process.We’ll spend most of our energy and effort on the process and people elements.
This is the model I use as my guiding framework for almost everything I do – and, I find it is also an excellent way of framing the discussion around performance management.Know thyselfKnow the circumstances within which you find yourselfDecide upon your areas of focus – it is going to be very important to be very clear about the why – the more compelling the why, the greater the likelihood of creating advocates and alliesAction – this is actually two parts – the first being planning (failing to plan is planning to fail – and then the second part is to actually get busy doing with a level of commitment that signals to the world you mean business – half-hearted efforts yield half-hearted resultsAssessment/Evaluate – using the measures for success you identified during the Actin phase, do a check-in on how things are going; if necessary, recalibrate doing another self-assessment and external assessment to facilitate identifying the next best course of action
Failing to plan is planning to fail. Planning is paramount!Performance improvement requires benchmarks against which gains can be measured. The Human Capital Institute (HCI) developed the Strategic Human Capital Alignment Model to align business and human capital strategy with measurable talent and business results.Bottom-line, developing human capital within a Strategic Model drives better business outcomes from high cumulative impacts along the entire talent management chain. Putting more of the right people in the right seats inevitably translate into a more productive environment. Investments on the front end of human capital asset management practices result in reduced processing, improved assessment, and higher quality selection and a better ROI.Let’s look at a few numbers associated with this process. Read the numbers from the “Talent Management by the Numbers” handout.The most valuable function of a human capital management, talent management or a performance management system is to: provide decision support to management on all human capital decisions, with a focus on improving those criticalskills unique to each and every job that produce business results.
This is another model that displays the interdependent functions of an agency’s workforce. Understanding the integrated nature of these aspects will assist an agency in prioritizing and implementing action plans.The two models are very similar because they were developed by the same person but for two different organizations. I like this version because it shows that the organizational mission and the human capital strategy encapsulate the talent management process.
Here is a graphical depiction of a typical performance management process.The most valuable function of a human capital management, talent management or a performance management system is to: provide decision support to management on all human capital decisions, with a focus on improving those criticalskills unique to each and every job that produce business results.ACTIVITY: In dyads or triads, I’d like for you to discuss the benefits of the performance appraisal process to 1) the organization, managers, employees. {large group debrief}
An effective performance management process enables managers to evaluate and measure individual performance and optimize productivity by:Aligning individual employee's day-to-day actions with strategic business objectivesProviding visibility and clarifying accountability related to performance expectationsDocumenting individual performance to support compensation and career planning decisionsEstablishing focus for skill development and learning activity choicesCreating documentation for legal purposes, to support decisions and reduce disputesThis model depicts the cycle. When does performance management actually begin? Yes – on the employee’s first day. Strategic planning should have informed the type of hire, so that on the employee’s first day there is a reasonable expectation of the employee’s organizational contributions.
People are at the heart of this. And, while we endeavor to ensure our performance management process is fair, consistent and objective, it is still mostly a very subjective process influenced by the individual biases and motivations of the people involved in the process. How many of you are familiar with Maslow’s Hierarchy of Needs? It is perhaps one of the most famous models of human motivation. The model you see here is a newer brain-based model of human motivation developed by David Rock of the Neuro Leadership Institute.Status – esteem of othersCertainty – knowing what to expectAutonomy – sense of control on outcomesRelatedness – sense of safety with othersFairness – perception of fair exchanges between peopleThe performance management process is a likely threat trigger for almost everyone because it can impact each of these elements in a way that feels negative – both to employees and managers.
Giving performance feedback can be a source of tremendous stress for managers and employees. In our polite society, we don’t generally like to feel as though we’re criticizing, so we endeavor to be diplomatic or positive.I am a huge proponent of highlighting and emphasizing the positive for as long as possible – working in every possible way to leverage an employee’s strengths. And, during that period, managers are working as more of a coach. However, when it is clear that an employee is not gong to be able to successfully perform, the nature and tone of the feedback has to change. You’ll see a distinction of these two roles on the bottom of page 4 of your handout.So, what do we do we when we recognize an employee has a performance problem?
Use the Assessing Performance Problems Handout to discuss these:Cause – lack of skill, lack of motivation, personal difficulties, performance obstacles, inability to performType – execution (just not performing well), conduct (employee acting out), work rules (this should generally be addressed as conduct)Gap – managers must be able to clearly articulate what the employee’s expectations are and what the employee is actually doingSeverity – important so that the management response is consistent with the severity of the problem – don't under react of over reactConsistency – consider how similarly situated employees have been treated – guard against management bias and takes some of guesswork out of decision-makingLegal -
Once the manager has decided on the appropriate tools, the manager needs to develop a plan describing how the employee will improve his or her performance. A good action plan is:Task orientedSpecificSets goals and timetablesExplains consequencesRemoves obstaclesA SWOT analysis is an excellent tool for creating a plan. When developing the goals for the plan:I’m sure all of your are familiar with SMART goals. What does the acronym stand for? {specific, measurable, assignable (who will do it), realistic, and time-related.Here is a TARGET acronym you can also use. This is a bit more brain-based in that it uses words that are designed to have a bit more emotional appeal – razor-sharp and enticing.The enticing element is important. While it is important to create goals that are linked to the organization’s overarching mission and strategy, it is also critical to support employees in developing performance goals that they can vest in emotionally.
I’ll now just briefly touch on the technology piece. It actually informed the titling of this presentation because it is my hope that all of you who are employed by an organization of 20 or more people have moved beyond paper-based evaluation systems.Two of the biggest reasons managers and employees give for not liking the performance management process is that it is administratively burdensome and the return on the time investment is minimal. Leveraging technology can help with both of those. Automating performance plan development, tracking and recording saves managers and employees considerable time in the process, and having the numerical data can help the organization with its people measures reporting.
This particular model is at the bottom of page 3 of your handout. As you can see, there are a number of corporate functions that intersect with performance management. These functions play an important role in enabling and supporting effective performance management programs.ACTIVITY: In dyads or triads, please identify the three that you think are the most important and why.
Looking over our session objectives, I’d like for you to write down the two or three most important ideas or concepts you’ll take from today’s session and how you’ll actually use those to impact the performance management process in your organization. It can be a personal impact or a broader organizational impact.