How do ability and motivation relate to performance? And how can you use this relationship to foster improvement? Learn how to diagnose and improve performance concerns, how to utilize intrinsic motivators, and how those relate to Dan Pink\'s "Drive" framework.
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
The Learning India Program (LIP) is designed to help international students and expatriates living in India learn about Indian culture, traditions, behaviors, education and corporate systems. The structured program includes learning about India's diversity, religions, festivals, languages and cuisines. It also covers important topics like regulatory requirements, costs of living in India, safety awareness, and career and industry opportunities in India.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas of expertise and global experience working with companies across various industries and countries.
Emotional Intelligence (EI) helps measure and develop high-performance behaviors in employees using the validated Emotional and Social Intelligence Competency Inventory (ESCI). The ESCI measures 12 EI competencies through a 360-degree assessment and provides individualized feedback reports to help employees strengthen their EI. Research shows that EI accounts for two-thirds of the difference between average and top performers and is particularly important for complex roles. Organizations that implement the ESCI see benefits like enhanced innovation, faster change acceptance, better resource use, and improved motivation and collaboration.
This document summarizes a report on how sustainability leaders successfully promote sustainability initiatives within corporations. It finds that interpersonal skills are more important than technical knowledge. Sustainability leaders must frame initiatives in business terms that resonate with different departments. Case studies show that sustainability leaders translate environmental issues into competitive advantages and customer demands. They act as chameleons, adapting their language and approach to different audiences. Ultimately, corporate sustainability trends will only become sustainable if leaders can clearly demonstrate business value.
Unit- 4. Defining Performance and choosing Management approachPreeti Bhaskar
The document discusses different approaches to defining and measuring job performance. It explains that performance can be defined as behaviors, and that behaviors are multidimensional, not always observable, and results may be used as proxies. Performance is determined by declarative knowledge, procedural knowledge, and motivation. The document also discusses using behavior, trait, and results approaches to measuring performance and the advantages and disadvantages of each. It provides an example of diagnosing poor performance by identifying whether the issue is related to declarative or procedural knowledge.
Reward system linked to peformance- a broad overviewJanardan Raccha
This is my MBA project which talks about HR policies of TCL in terms of reward system. In this report I have been covered theoretical background of reward system which is linked with performance and practical process of appraisal system followed by TCL. Furthermore I have also covered here the award system in TCL which are linked with 5- leadership signatures...
This document provides guidance on diagnosing poor condenser vacuum in thermal power plants. It explains that a slight increase in condenser pressure can result in significant energy losses. It describes the key components and function of a surface condenser, and explains how lower condenser pressure allows more steam turbine exhaust energy to be converted. Diagnosing the root cause of higher pressure involves comparing to expected design pressures and evaluating potential issues like low cooling water flow, tube fouling, incondensable gases in the condenser shell, or excessive heat duty. Definitions of relevant temperature terms are also provided.
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
The Learning India Program (LIP) is designed to help international students and expatriates living in India learn about Indian culture, traditions, behaviors, education and corporate systems. The structured program includes learning about India's diversity, religions, festivals, languages and cuisines. It also covers important topics like regulatory requirements, costs of living in India, safety awareness, and career and industry opportunities in India.
People & Performance A/S is a Danish consulting firm that specializes in recruitment, training, development, and advising. They recruit candidates and place them in positions at client companies. The document provides an overview of the company's consultants and specializations. It describes their approach, which focuses on strategy, culture, competencies, and performance. It also outlines their business areas of expertise and global experience working with companies across various industries and countries.
Emotional Intelligence (EI) helps measure and develop high-performance behaviors in employees using the validated Emotional and Social Intelligence Competency Inventory (ESCI). The ESCI measures 12 EI competencies through a 360-degree assessment and provides individualized feedback reports to help employees strengthen their EI. Research shows that EI accounts for two-thirds of the difference between average and top performers and is particularly important for complex roles. Organizations that implement the ESCI see benefits like enhanced innovation, faster change acceptance, better resource use, and improved motivation and collaboration.
This document summarizes a report on how sustainability leaders successfully promote sustainability initiatives within corporations. It finds that interpersonal skills are more important than technical knowledge. Sustainability leaders must frame initiatives in business terms that resonate with different departments. Case studies show that sustainability leaders translate environmental issues into competitive advantages and customer demands. They act as chameleons, adapting their language and approach to different audiences. Ultimately, corporate sustainability trends will only become sustainable if leaders can clearly demonstrate business value.
Unit- 4. Defining Performance and choosing Management approachPreeti Bhaskar
The document discusses different approaches to defining and measuring job performance. It explains that performance can be defined as behaviors, and that behaviors are multidimensional, not always observable, and results may be used as proxies. Performance is determined by declarative knowledge, procedural knowledge, and motivation. The document also discusses using behavior, trait, and results approaches to measuring performance and the advantages and disadvantages of each. It provides an example of diagnosing poor performance by identifying whether the issue is related to declarative or procedural knowledge.
Reward system linked to peformance- a broad overviewJanardan Raccha
This is my MBA project which talks about HR policies of TCL in terms of reward system. In this report I have been covered theoretical background of reward system which is linked with performance and practical process of appraisal system followed by TCL. Furthermore I have also covered here the award system in TCL which are linked with 5- leadership signatures...
This document provides guidance on diagnosing poor condenser vacuum in thermal power plants. It explains that a slight increase in condenser pressure can result in significant energy losses. It describes the key components and function of a surface condenser, and explains how lower condenser pressure allows more steam turbine exhaust energy to be converted. Diagnosing the root cause of higher pressure involves comparing to expected design pressures and evaluating potential issues like low cooling water flow, tube fouling, incondensable gases in the condenser shell, or excessive heat duty. Definitions of relevant temperature terms are also provided.
This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.
Unit- 8. Performance Management and employee development Preeti Bhaskar
The document discusses performance management and employee development. It describes how personal development plans can help employees improve performance, address weaknesses, and avoid past issues. The plans specify objectives, timelines, strategies, and standards to assess progress. Development activities may include on-the-job training, mentoring, courses, conferences, and professional organization involvement. 360-degree feedback systems gather input from supervisors, peers, customers, subordinates and the employee themselves to help individuals enhance performance. Risks and advantages of these systems are presented.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
The document discusses performance management systems (PMS), which provide a structured approach to communicate business strategy, establish performance expectations, facilitate management, and measure and motivate performance. A key part of PMS is setting employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals. PMS also includes procedures for addressing underperformance, encouraging development, training managers, and resolving disputes. The goals of PMS are to guide employee efforts, assess individuals, teams, and the organization, and inform decisions around promotions, pay, and training needs.
The document discusses performance appraisal, which is a method for evaluating an employee's performance in areas such as quality, quantity, cost and time. It outlines several aims of performance appraisal including providing feedback to employees, identifying training needs, and forming the basis for personnel decisions. The document also discusses different performance appraisal methods such as management by objectives and 360 degree feedback, which involves collecting feedback from subordinates, peers and managers. It notes debates around performance appraisal and both benefits and challenges to implementing 360 degree feedback in organizations.
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
The document describes an employee management system developed for GEA Process Engineering (India) Private Limited. It includes sections on the existing system, requirements for a new system, hardware and software needs, project management, system users, analysis, design, implementation, testing, screenshots and future enhancements. The system allows administrators to add, edit and verify employee information, line managers to access reports on their department employees, and employees to access their own details. It aims to reduce workload and improve information management over the previous system.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
This document outlines the key topics and objectives covered in a performance management course. It discusses determining individual performance, the purposes of performance management, criteria for an effective system, and different approaches to measurement. The comparative, attribute, behavioral, results, and quality approaches are described in detail. Sources of performance information like managers, peers, subordinates, self, and customers are also analyzed. The types of rater errors in evaluations are explained as halo effect, horns effect, leniency, and strictness. Preventative measures like training and framing performance dimensions are suggested. Appraisal politics where ratings are distorted for goals is also defined.
The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
Rocket Hire Assessment 101 4 Steps To SuccessRocket-Hire
This is our basics of assessment deck that provides an overview of the model we use with our clients to ensure they have success with pre-employment assessment
Solving talent management issues realted to Gen Y in the EFCS backdropvijaypadaguri
This document discusses talent management issues related to Generation Y (Gen Y) employees in the context of the Employees First, Customers Second (EFCS) concept. It outlines the objectives of studying Gen Y talent management problems. Primary research involved questionnaires and focus groups. Analysis found Gen Y wants more empowerment, recognition of skills, and flexibility. A dual pentagon model is proposed to address 10 critical factors for Gen Y talent management, including empowerment, flexibility, timely interventions, and monetary benefits. The model places EFCS at the center to holistically address Gen Y issues from both employee and management perspectives.
Building Competencies Ihrd Conf Presentation Chandramowlygueste6e6f5f
The document outlines a conceptual framework for competency mapping, assessment, and development, covering the history of competencies in HR from the 1930s to present day. It provides definitions of competencies and the process for developing a competency model, including identifying performance measures, defining competencies, developing an initial model, and validating the model. The framework also discusses how competency models can be integrated into HR systems for individual development, organizational assessment, talent management, and other applications.
This document outlines the key elements of an effective sales process. It emphasizes developing the right attitude, people skills, selling skills, and professional knowledge. It stresses smart work over hard work and outlines the wheel of sales activity, including prospecting, planning, selling, and service. It presents the pyramid of success with attitude, interest, method, and energy at the base leading to success. It provides guidance on working at the next level and introduces new ideas to meet expectations. It lists seven conditions for success and stresses the importance of hope, planning, persistence, and a positive self-image. It also outlines the steps of an effective presentation and the four phases of a sales process from gaining attention to closing the sale.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
Karen Colligan hosted a workshop called "The Re-Discovery Phase" to help attendees renew, recreate, and revitalize their careers. The workshop focused on taking inventory of oneself, creating a clear vision for one's next career step, designing a target market, taking action to pursue new opportunities, and taking charge of one's career on an ongoing basis. Activities included discussing values, skills, barriers, and natural talents, as well as setting goals and actions for 2012 such as having a clear goal, communicating what one is looking for, and maintaining a consistent effort level. The workshop aimed to empower attendees to boldly pursue their career dreams.
This document summarizes Karen Colligan's presentation on career re-discovery. The presentation focused on helping attendees renew, recreate, and revitalize their careers. It encouraged them to take inventory of themselves, define their goals and values, and identify their skills, barriers, and natural talents. Attendees then outlined actions they would take in 2012 to further their careers, such as setting clear goals, communicating what they seek, and maintaining activity. The presentation aimed to empower attendees to take charge of their careers.
Behavior Based Intervewing Ihrd Workshop Chandramowlygueste6e6f5f
The document discusses behavioral event interviewing (BEI) as an interview technique. BEI is based on the premise that past behavior is the best predictor of future behavior. It allows interviewers to gain detailed job-related examples from candidates, assess past performance, and assess competencies. BEI involves asking candidates to describe specific past experiences to demonstrate competencies required for the job. The document also notes some of the benefits of BEI, such as reducing costly hiring mistakes by better predicting future job performance.
This document discusses the importance of performance management and development systems for organizations. It outlines key objectives of performance management like human resource planning, personnel decisions, and employee feedback and development. Effective systems separate evaluation from development, specify job-related criteria, use multiple ratings, and provide ongoing feedback. New approaches include team and 360-degree appraisals and competency-based systems. Technology now allows for computer monitoring and online evaluations. Strategic performance management aligns systems with organizational lifecycles, strategies, and competitive environments.
Unit- 8. Performance Management and employee development Preeti Bhaskar
The document discusses performance management and employee development. It describes how personal development plans can help employees improve performance, address weaknesses, and avoid past issues. The plans specify objectives, timelines, strategies, and standards to assess progress. Development activities may include on-the-job training, mentoring, courses, conferences, and professional organization involvement. 360-degree feedback systems gather input from supervisors, peers, customers, subordinates and the employee themselves to help individuals enhance performance. Risks and advantages of these systems are presented.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
The document discusses performance management systems (PMS), which provide a structured approach to communicate business strategy, establish performance expectations, facilitate management, and measure and motivate performance. A key part of PMS is setting employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals. PMS also includes procedures for addressing underperformance, encouraging development, training managers, and resolving disputes. The goals of PMS are to guide employee efforts, assess individuals, teams, and the organization, and inform decisions around promotions, pay, and training needs.
The document discusses performance appraisal, which is a method for evaluating an employee's performance in areas such as quality, quantity, cost and time. It outlines several aims of performance appraisal including providing feedback to employees, identifying training needs, and forming the basis for personnel decisions. The document also discusses different performance appraisal methods such as management by objectives and 360 degree feedback, which involves collecting feedback from subordinates, peers and managers. It notes debates around performance appraisal and both benefits and challenges to implementing 360 degree feedback in organizations.
The document discusses performance appraisal concepts and methods. It defines performance appraisal and outlines its objectives for employees and organizations. Several traditional and modern appraisal methods are described, including paired comparison, graphic rating scales, forced choice, critical incidents, management by objectives, and 360 degree feedback. Issues with appraisal systems like biases and stress are covered. Advantages include feedback and goals, while disadvantages include potential negativity. Overall, 360 degree appraisal is presented as a popular emerging method when used appropriately.
The document describes an employee management system developed for GEA Process Engineering (India) Private Limited. It includes sections on the existing system, requirements for a new system, hardware and software needs, project management, system users, analysis, design, implementation, testing, screenshots and future enhancements. The system allows administrators to add, edit and verify employee information, line managers to access reports on their department employees, and employees to access their own details. It aims to reduce workload and improve information management over the previous system.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
This document outlines the key topics and objectives covered in a performance management course. It discusses determining individual performance, the purposes of performance management, criteria for an effective system, and different approaches to measurement. The comparative, attribute, behavioral, results, and quality approaches are described in detail. Sources of performance information like managers, peers, subordinates, self, and customers are also analyzed. The types of rater errors in evaluations are explained as halo effect, horns effect, leniency, and strictness. Preventative measures like training and framing performance dimensions are suggested. Appraisal politics where ratings are distorted for goals is also defined.
The document discusses various aspects of performance appraisal including definitions, objectives, processes, methods, issues, advantages, and disadvantages. Specifically, it defines performance appraisal as evaluating an employee's job performance and sharing feedback to improve. It lists objectives for both employees and organizations. It outlines the typical performance appraisal process and describes traditional and modern methods like graphic rating scales, forced choice, critical incidents, field review, behavioral anchored rating scales, and 360 degree/MBO approaches. It also notes some common issues and both advantages like motivating employees and disadvantages like potential bias.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
Rocket Hire Assessment 101 4 Steps To SuccessRocket-Hire
This is our basics of assessment deck that provides an overview of the model we use with our clients to ensure they have success with pre-employment assessment
Solving talent management issues realted to Gen Y in the EFCS backdropvijaypadaguri
This document discusses talent management issues related to Generation Y (Gen Y) employees in the context of the Employees First, Customers Second (EFCS) concept. It outlines the objectives of studying Gen Y talent management problems. Primary research involved questionnaires and focus groups. Analysis found Gen Y wants more empowerment, recognition of skills, and flexibility. A dual pentagon model is proposed to address 10 critical factors for Gen Y talent management, including empowerment, flexibility, timely interventions, and monetary benefits. The model places EFCS at the center to holistically address Gen Y issues from both employee and management perspectives.
Building Competencies Ihrd Conf Presentation Chandramowlygueste6e6f5f
The document outlines a conceptual framework for competency mapping, assessment, and development, covering the history of competencies in HR from the 1930s to present day. It provides definitions of competencies and the process for developing a competency model, including identifying performance measures, defining competencies, developing an initial model, and validating the model. The framework also discusses how competency models can be integrated into HR systems for individual development, organizational assessment, talent management, and other applications.
This document outlines the key elements of an effective sales process. It emphasizes developing the right attitude, people skills, selling skills, and professional knowledge. It stresses smart work over hard work and outlines the wheel of sales activity, including prospecting, planning, selling, and service. It presents the pyramid of success with attitude, interest, method, and energy at the base leading to success. It provides guidance on working at the next level and introduces new ideas to meet expectations. It lists seven conditions for success and stresses the importance of hope, planning, persistence, and a positive self-image. It also outlines the steps of an effective presentation and the four phases of a sales process from gaining attention to closing the sale.
The document discusses strategies for talent management, including recruiting, nurturing, and retaining talent. It recommends creating magnetism through an appealing organizational brand and effective people practices like coaching, mentoring, and personalized development plans. When recruiting, organizations should market themselves and look beyond traditional sources. Nurturing involves strategic leadership, developing a strong culture and employee voice. Retention relies on employee satisfaction, engagement, work-life balance, and seeing the organization as a good employer. The document provides tips for improving talent management programs and getting buy-in from different audiences. It concludes by asking questions about whether the right talent strategies and metrics are being used.
Karen Colligan hosted a workshop called "The Re-Discovery Phase" to help attendees renew, recreate, and revitalize their careers. The workshop focused on taking inventory of oneself, creating a clear vision for one's next career step, designing a target market, taking action to pursue new opportunities, and taking charge of one's career on an ongoing basis. Activities included discussing values, skills, barriers, and natural talents, as well as setting goals and actions for 2012 such as having a clear goal, communicating what one is looking for, and maintaining a consistent effort level. The workshop aimed to empower attendees to boldly pursue their career dreams.
This document summarizes Karen Colligan's presentation on career re-discovery. The presentation focused on helping attendees renew, recreate, and revitalize their careers. It encouraged them to take inventory of themselves, define their goals and values, and identify their skills, barriers, and natural talents. Attendees then outlined actions they would take in 2012 to further their careers, such as setting clear goals, communicating what they seek, and maintaining activity. The presentation aimed to empower attendees to take charge of their careers.
Behavior Based Intervewing Ihrd Workshop Chandramowlygueste6e6f5f
The document discusses behavioral event interviewing (BEI) as an interview technique. BEI is based on the premise that past behavior is the best predictor of future behavior. It allows interviewers to gain detailed job-related examples from candidates, assess past performance, and assess competencies. BEI involves asking candidates to describe specific past experiences to demonstrate competencies required for the job. The document also notes some of the benefits of BEI, such as reducing costly hiring mistakes by better predicting future job performance.
The document discusses building capabilities for future growth through innovation. It mentions assessing innovation approaches, managing global networks, validating business cases, and developing absorptive capacity and market learning capabilities. The goal is linking relationships, networks, and the different parts of innovation to stimulate progress across three time horizons through peer-to-peer support and developing entrepreneurial mindsets.
Psytech International Certification Brochureshivenanand
This document summarizes a certification program from Psytech International for assessing personality and improving performance. It lists various psychometric tests and assessment tools provided by Psytech for predicting job performance, selection, development, and retention. The certification program trains participants over 3 days on two personality assessments (15FQ+ and GRT2) and provides access to 27 other Psytech instruments. The goal is to help identify an individual's potential, assess compatibility, develop talent, and create high performance cultures. The program is designed for managers involved in selection, development, and managing teams and people.
Psytech International Certification Brochurevanishetty
This document summarizes a certification program from Psytech International for assessing personality and improving performance. It lists various psychometric tests and assessment tools provided by Psytech for predicting job performance, selection, development, and retention. The certification program trains participants over 3 days on two assessment tools, the 15FQ+ and GRT2, and provides access to 27 other Psytech instruments. The goal is to help managers assess personalities, compatibilities, needs, and effectively manage teams to reduce turnover. The program costs Rs. 25,500 per person.
The document outlines a leadership model with key components including a success triangle of being clear, capable, and motivated. It discusses interpersonal motivation techniques like posting performance lists and being a role model. Belief and passion in the business from the leader is also emphasized. Positive attitudes like mental preparation and confidence based on competence are recommended for motivating employees.
Quantum Leap Performance Solutions is a learning solutions partner that works with organizations to help unlock human potential and achieve excellence. It uses a structured methodology with job role-specific training to provide holistic and relevant solutions. It has worked with over 75 companies. Programs include leadership development, management training, sales enablement, and soft skills. The company aims to be a globally trusted partner through high-impact learning solutions.
Quantum Leap Performance Solutions is a learning solutions partner that works with organizations to help unlock human potential and achieve excellence. It uses a structured methodology with job role-specific training to provide holistic and relevant solutions. It has worked with over 75 companies. Programs include leadership development, management training, sales enablement, and soft skills. The company aims to be a globally trusted partner through high-impact learning solutions.
Generation “Y” approach to Sales, Leadership and Service. Research study resultsJason Kipps
The document discusses generational differences in the workforce and their implications for talent management. By 2015, the talent pool will be at its lowest as Baby Boomers retire. Data from personality assessments and generational research was examined across industries. Findings show Gen Y sellers are more social and collaborative than Boomers. Gen Y leaders are also collaborative but require coaching. Gen Y service providers are accommodating but want emotional connection to their work. The document provides five tips for engaging Gen Y future leaders, such as auditing people strategies and training current leaders.
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The document discusses the importance of leadership in organizations. It provides definitions of leadership from various experts that emphasize traits like influence, inspiration, and vision. Research is cited showing that well-led companies significantly outperformed poorly led companies in terms of stock price growth. Leadership quality accounts for some of the variance in company performance. The causes for removing CEOs often relate to ineffective leadership, financial malpractice, or incapacity. The document then examines characteristics of strong leaders, such as drive, integrity, confidence, and developing people. It provides guidance on creating a vision, building teams, developing followers into leaders, and inspiring motivation.
1. Employee of the Month
Abraham Maslow
Leon Festinger
Frederick Herzberg
Edward Deci
Performance
Douglas McGregor
Management
Daniel Larsen
Ability, Motivation, and Getting the
Performance You’re Looking For
12. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Salience
13. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
This framework can help us
Salience
diagnose problems and
create meaningful solutions.
14. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs
to be improved? Salience
15. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs
to be improved? If not, then there’s a Salience
perception problem.
16. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs You can’t fix the root
to be improved? problem until you fix Salience
the perception.
17. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Do both parties agree
that performance needs
to be improved? It would be futile Salience
to continue.
18. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Then, we look at
Salience
ability and motivation.
19. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Does the problem stem
from
inadequate ability? Salience
20. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Does the problem stem
from
inadequate motivation? Salience
21. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Once you determine the root cause to
Salience
be either ability or motivation, you can
move on to a deeper diagnosis.
22. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of ability due
to inadequate resources?
Salience
23. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of ability due
to inadequate training?
Salience
24. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of ability due
to inadequate aptitude?
Salience
25. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of motivation due
to poorly understood or
unmotivating expectations? Salience
26. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of motivation due to
rewards not being linked to
performance, or being unfair? Salience
27. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Is the lack of motivation due
to unsalient rewards?
Salience
28. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Once you get to the root
Salience
cause, then you can start
working on solutions.
29. Performance Diagnosis Model
Resources
Ability Y Training
Aptitude
N N
Perception Y
Expectations
Motivation Y Incentives
Keep in mind we’ll just be covering
Salience
solutions in brief. In reality, each could
be it’s own detailed presentation.
36. Enhancing Ability
Resources Training Aptitude
Refit Reassign
Align the person’s responsibilities
with their capabilities…
37. Enhancing Ability
Resources Training Aptitude
Refit Reassign
…or find a position that
suits their capabilities.
38. Enhancing Ability
Resources Training Aptitude
If none of the first four R’s work, and the
issue is indeed with ability, then
Release unfortunately it’s time to let them find an
opportunity where they can succeed.
39. Enhancing Ability
Resources Training Aptitude
Release Somewhere else.
43. Enhancing Motivation
Expectations Incentives Salience
Set
SMART Feedback
Goals
SMART goals and feedback can
clarify expectations. Make sure to
use two-way communication when
setting goals and giving feedback.
44. Enhancing Motivation
Expectations Incentives Salience
Linked,
Fair
Rewards
Provide incentives, and
make sure that they are fair
and linked to performance.
48. Enhancing Motivation
Expectations Incentives Salience
…and you want to motivate your
employees to find misplaced books
and put them where they belong.
51. Enhancing Motivation
Expectations Incentives Salience
…to hide lollipops in random places,
thinking that this will motivate employees
to look for misplaced books…
88. Dan Pink’s Drive Theory
And just to review
why we’re interested
in Motivation 3.0…
89. Dan Pink’s Drive Theory Salience
People need salient rewards
to be motivated, and the most
salient rewards are intrinsic.
90. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
Motivation 3.0 suggests
three specific types of
intrinsic rewards.
91. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
Task – What
Time – When
Technique – How
Team – With whom
Accountability
Complete autonomy, and a ROWE (results
only work environment) may be hard, but
giving people increasing control over their
decisions, and holding them accountable
to their choices, is certainly possible.
92. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
A Pain
A Mindset
An Asymptote
Mastery won’t be achieved overnight, but
helping people to work towards it will help
them find fulfillment and remain engaged.
93. Dan Pink’s Drive Theory Salience
Autonomy Mastery Purpose
Being part of
something
BIGGER
than yourself
While “profit maximization” is important,
“purpose maximization” is become more
and more important for individuals as well.
95. Use the performance diagnosis model as
a way to deal with performance issues.
Ability problems are fairly straightforward.
Motivation problems can be trickier.
96. Task Time Technique Team
A good start to enhancing motivation is
to start by increasing autonomy. Use
Pink’s framework as a springboard…
97. Task Time Technique Team
? ? ? ?
…to brainstorm areas where
decision-making power could
be delegated down to others.
99. The Input/Output model is inaccurate
Good performance is dependent on ability and motivation
The Performance Diagnosis Model helps create effective solutions
Ability is a function of supply, training, and aptitude
Motivation is a function of expectations, incentive, and salience
Enhance ability with the Five R’s
Resort to termination only as a last resort when other efforts fail
Enhance motivation through thoughtful and meaningful incentives
Intrinsic rewards are much more powerful than extrinsic rewards
Motivation 2.0 (carrots and sticks) is outdated in the modern age
Motivation 3.0 can harness the power of intrinsic rewards
Motivation 3.0 includes autonomy, mastery, and purpose
100. Employee of the Month
Abraham Maslow
Leon Festinger
Frederick Herzberg
Edward Deci
Performance
Douglas McGregor
Management
Daniel Larsen
Ability, Motivation, and Getting the
Performance You’re Looking For
Daniel Larsen - http://www.linkedin.com/pub/daniel-larsen/19/8b8/910