This document provides an overview of a training session on creating high performance work cultures. The session will define high-performance work systems, identify their key elements and outcomes. It will also describe how to establish such systems, leverage human resource management to drive performance, and provide effective performance feedback. The goal is to help organizations maximize their human capital potential by developing learning organizations with continuous improvement.
Co-delivered with John Zettler to the HRANS Halifax Monthly Professional Dinner April 2010 This presentation focuses on the continuous process of Performance Management
PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
For more details please visit
www.iiceciooleg.com
Co-delivered with John Zettler to the HRANS Halifax Monthly Professional Dinner April 2010 This presentation focuses on the continuous process of Performance Management
PERFORMANCE MANAGEMENT SYSTEM is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.
Performance management is the process of creating a work environment or setting in which people are enabled to performance to the best of their abilities. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization.
For more details please visit
www.iiceciooleg.com
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.
Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.
What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?
Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.
You will learn:
The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process
Modern Performance Management Whitepaper - PaylocityRyan Detillier
Today’s engaged workforce expects constant, real-time feedback on their performance. Is your company equipped for a new way of managing performance? Keep your employees engaged and understand how performance management can improve retention. Paylocity’s new whitepaper identifies new trends in performance discussions and tools. In this whitepaper you will find:
• Where performance management has come from and the direction in which it is heading
• Why today’s trends are essential to employee engagement
• Tips on how to get started on modernizing your performance management processes and systems
Did you know that some of the most flawed aspects of performance management have actually been around for centuries? Chinese civil servants had stack ranking in the third century. And officers in the Napoleonic wars were subject to 360 degree reviews.
Despite its long history, no one’s ever been thrilled about the performance management process. Even high-performing employees dislike reviews, and most managers certainly don’t enjoy giving them.
What can we do to make it less about “managing” performance and more about reinforcing behaviors and coaching our employees to even greater success? Which new practices are companies adopting and how effective are they?
Join Rob Schmitter, Solutions Architect and Melanie Schrems, Strategist and Consultant from Globoforce as they discuss the evolution of performance management and where its headed.
You will learn:
The business value of positive reinforcement & social recognition
New research on cutting edge performance management practices
How ongoing, crowdsourced feedback can enhance the review process
Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips, introduction of performance appraisal forms, introduction of performance appraisal phrases … If you need more assistant for introduction of performance appraisal, please leave your comment at the end of file.
In this file, you can ref useful information about introduction of performance appraisal such as introduction of performance appraisal methods, introduction of performance appraisal tips
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
In this file, you can ref useful information about performance appraisal topics such as performance appraisal topics methods, performance appraisal topics tips, performance appraisal topics forms, performance appraisal topics phrases
Similar to Performance Management by Jonathan Westover (20)
The festive award ceremony of Golden Byte 2011 – the first professional excellence award for IT industry companies took place on May 25th, 2012 in Minsk.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
1. Strategic Human Capital Leadership
Training Series—Session 3
Productive Work Environments: Creating a
High Performance Work Culture
2. Introduction
Jonathan H. Westover, Ph.D.
Visiting Fulbright Scholar
Belarusian State University
School of Business and Management of Technology MBA Program
Assistant Professor of Management, Woodbury School of Business
Email: jon.westover@gmail.com; jonathan.westover@uvu.edu
About Me: about.me/jonathan.h.westover
3. What we will Cover
This session will address proven best practices and principles of productive
work environments with a focus on creating a high performance work culture.
We will:
1. Define high-performance work systems and identify the elements of such
a system.
2. Summarize the outcomes of a high-performance work system.
3. Describe the conditions that create a high-performance work system.
4. Explain how human resource management can contribute to high
performance and the purposes of performance management systems.
5. Compare the major methods for measuring performance.
6. Explain how to provide performance feedback effectively and summarize
ways to produce improvement in unsatisfactory performance.
4. How Are We Doing?
–We are confident that:
1. We know where strategic improvements are needed
and we ARE making them.
2. We have a performance appraisal system that is both
accurate and fair.
3. When our best employees choose to leave, our exit
evaluation process identifies with great clarity why we
suffered this loss.
4. Our middle management supervisors possess the
skills required to develop the people entrusted to
them and have earned the trust of those they serve.
5. The Challenge of Utilizing Human
Capital
• How can I get the right people into
the right job?
• How can I reduce employee
turnover?
• How can I improve my
performance management
process?
• How can I create a high-
engagement work culture?
• How can I best tap the full
potential of my employees?
7. Performance Management
• Performance management: Stages of the Performance
the process through which Management Process
managers ensure that
employees’ activities and
outputs contribute to the
organization’s goals.
• This process requires:
– Knowing what activities and
outputs are desired
– Observing whether they occur
– Providing feedback to help
employees meet expectations
10. Types of Performance Measurement
Rating Errors
• Contrast errors: the rater compares an individual, not against an
objective standard, but against other employees.
• Distributional errors: the rater tends to use only one part of a
rating scale.
– Leniency: the reviewer rates everyone near the top
– Strictness: the rater favors lower rankings
– Central tendency: the rater puts everyone near the middle of the scale
• Rater bias: raters often let their opinion of one quality color
their opinion of others.
– Halo error: when the bias is in a favorable direction. This can mistakenly tell
employees they don’t need to improve in any area.
– Horns error: when the bias involves negative ratings. This can cause employees
to feel frustrated and defensive.
12. Progressive Discipline
Hot-Stove Rule Progressive Discipline
Principle of discipline that says A formal discipline process in
discipline should be like a hot which the consequences become
stove, giving clear warning and more serious if the employee
following up with consistent, repeats the offense.
objective, and immediate
consequences.
13. Giving Performance Feedback
• Scheduling Performance Feedback
– Performance feedback should be a
regular, expected management
activity.
– Annual feedback is not enough.
– Employees should receive feedback
so often that they know what the
manager will say during their annual
performance review.
• Preparing for a Feedback Session
– Managers should be prepared for
each formal feedback session.
14. Giving Performance Feedback—Cont.
• Conducting the Feedback Session
– During the feedback session, managers
can take any of three approaches:
1. “Tell-and-Sell” – managers tell
employees their ratings and then justify
those ratings.
2. “Tell-and-Listen” – managers tell
employees their ratings and then let the
employees explain their side of the
story.
3. “Problem-Solving” – managers and
employees work together to solve
performance problems.
16. High-Performance Work Systems
• High-performance work system – the right combination of people,
technology, and organizational structure that makes full use of the
organization’s resources and opportunities in achieving its goals.
• To function as a high-performance work system, each of these
elements must fit well with the others in a smoothly functioning
whole.
18. Key Features of Learning
Organizations
1. Continuous learning – each employee’s and each group’s ongoing
efforts to gather information and apply the information to their
decisions.
2. Knowledge is shared – one challenge is to shift the focus of training
away from teaching skills and toward a broader focus on generating
and sharing knowledge.
3. Critical, systemic thinking – is widespread and occurs when
employees are encouraged to see relationships among ideas and
think in new ways.
4. Learning culture – a culture in which learning is rewarded,
promoted, and supported by managers and organizational
objectives.
5. Employees are valued – the organization recognizes that employees
are the source of its knowledge. It therefore focuses on ensuring the
development and well-being of each employee.
19. The 10 Key Steps in Developing an Effective
Performance Management Strategy
1. Define what's driving the need for a performance management
solution
2. Determine your strategy for moving forward.
3. Align your business units with your strategy.
4. Agree on what kind of people you have in the company and what
kind of people you need
5. Evaluate employees on consistent criteria.
6. Close the loop and give workers a sense of how they fit into the
company's strategy, or don't.
7. Give employees an opportunity for career growth.
8. Link workers' skills to the job roles.
9. Encourage people to behave in a way that will carry the company's
goals forward.
10. Identify gaps and monitor these over time.
Source: www.sumtotalsystems.com
20. QUESTIONS?
Jonathan H. Westover, Ph.D.
Visiting Fulbright Scholar
Belarusian State University
School of Business and Management of Technology MBA Program
Assistant Professor of Management, Woodbury School of Business
Email: jon.westover@gmail.com; jonathan.westover@uvu.edu
About Me: about.me/jonathan.h.westover