Performance Management: Influencing High Performance in Human Resource Management
•Download as PPTX, PDF•
3 likes•169 views
This two-day seminar overview discusses improving performance management systems. Day 1 includes sessions on motivating high performance during an economic downturn, challenging common management myths, and creating an agile performance culture. Barriers to performance conversations are also examined. Day 2 focuses on generational differences in expectations, shifting to a performance focus rather than job focus, an agile performance management framework, and effective performance conversation models. The goal is for attendees to develop action plans to update their organizations' performance management systems in line with current best practices.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Performance Management: Influencing High Performance in Human Resource Management
Similar to Performance Management: Influencing High Performance in Human Resource Management (20)
More from WINNERS-at-WORK Pty Ltd
More from WINNERS-at-WORK Pty Ltd (20)
Recently uploaded
Recently uploaded (20)
Performance Management: Influencing High Performance in Human Resource Management
- 1. Performance Management Influencing High Performance in Human Resource Management Dr Tim Baker
- 2. Seminar Overview To critically reflect on the design, implementation, and evaluation of your performance management system in line with the latest thinking in the field. 01 To develop an action plan for a better performance management system in your organization 02 To build a case and rationalization for changes in your performance management system 03
- 3. Day 1 How to motivate high performance in an economic downturn SESSION 1: Overthrowing the eight management myths that hold business performance back SESSION 2: Creating a culture of agile performance SESSION 3: The 10 barriers to promoting a performance conversation culture
- 4. Day 2 Differences in generations and their expectations when it comes to performance and rewards SESSION 4: Shifting from a job-focus to a performance-focus SESSION 5: Performance management framework and the agile enterprise SESSION 6: Performance conversation frameworks, systems and models that work
- 5. How to motivate high performance in an economic downturn
- 6. What is performance management?
- 9. when salary or other financial benefits are removed from the equation, work/life balance and opportunities to progress or take on leadership roles stand out (Mercer, 2016)
- 12. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 13. SESSION 1: Overthrowing the eight management myths that hold business performance back
- 15. Management Myth # 1—Job specification improves performance Team member/ Competency 1 2 3 4 5 6 7 8 9 Joe Mary Bill Harry Sue Kathy Trainer Competent Undergoing training Not yet trained
- 16. Management Myth # 2—Quality systems and processes guarantee good outcomes
- 17. Management Myth # 3— The job description helps the employee understand their organizational role
- 18. Management Myth # 3—The job description helps the employee understand their organizational role Non-job roles • positive mental attitude and enthusiasm role; • team role; • career development role; and • innovator and continuous improvement role.
- 19. Management Myth # 4—A business is best organized around functions Functional Model
- 20. Matrix model
- 21. Product model
- 22. Customer-centric model • workplace culture improvement; • rewards and incentives; • innovation and continuous improvement; • safety and well-being; • recruitment and selection; and • product and service development.
- 23. Management Myth # 5—A satisfied employee is a productive employee
- 24. Management Myth # 6—A loyal employee is an asset to the business • The desire to stay • The cost of leaving • The feeling of obligation
- 25. Management Myth # 7—A technically superior workforce is a pathway to a high performing business 1 job-centered 2 person-centered 3 problem-centered
- 26. Management Myth # 8— Employees can’t be trusted with sensitive information • goal alignment, • boundary refinement, • sharing information, and • active accountability Initiative paradox
- 27. Accelerated Performance … 1. Flexibly deployed workforce 2. Balancing customer-focus with QA 3. Replace job descriptions with role descriptions 4. Organise work around projects, not functions 5. Build intrinsic motivation to supplement extrinsic motivation 6. Cultivate commitment rather than loyalty 7. Broaden L & D to cover personal and problem-based learning 8. Open, not close the communication channels
- 28. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 29. SESSION 2: Creating a culture of agile performance
- 31. Psychological Contract Individual Organisation I offer I expect The organisation expects The organisation offers
- 32. The Changing Employment Relationship Values Old Values New Values Specialised Employment Flexible Deployment Internal Focus Customer-focus Focus on Job Performance-focus Functional-based Work Project-based Work Human Dispirit & Work Human Spirit & Work Loyalty Commitment Training Learning & Development Closed Information Open Information
- 33. The New Psychological Contract Framework Values Expectations of Employee Expectations of Manager Flexible Deployment Customer Focus Performance Focus Project-Based Work Human Spirit & Work Commitment Learning & Development Open Information Willingness to work in a variety of organisational roles & settings. Serve the customer before your manager. Focus on what you do, not where you work. Accept yourself as a project- based worker rather than a functional-based employee. Valuing work that is meaningful. Commit to assisting the organisational achieve its outcomes. Commit to lifelong learning. Willing to show enterprise and initiative. Encourage employees to work in other organisational roles. Provide information, skills & incentives to focus externally. Link rewards and benefits with performance rather than organisational dependency. Structure work around projects rather than organisational functions. Provide work (wherever possible) that is meaningful. Commit to assisting employees to achieve their personal objectives. Enter into a partnership for employee development. Providing employees with access to a wide range of information.
- 34. The Lifecycle of an Employee … Recruitment & Selection Induction & Onboarding Training & Development Performance Appraisal Talent & Succession Planning Termination
- 35. What is Performance Appraisal? Performance Appraisal (PA) is the process that is used to evaluate the personality, performance and potential of the employees of an organization. It is a process of evaluating and communicating to an employee how he or she is performing the job and establishing a plan for improvement. Hence, it is a system of review and evaluation of job performance to assess accomplishments and to evolve plans for development.
- 37. Some reflections … GE announced it was abolishing its "rank and yank" system, which assigns employees a performance score relative to their peers and results in the lowest percentile getting fired.
- 38. Accenture’s 330,000 employees are undergoing what CEO Pierre Nanterme has called a "massive revolution" in which timely, personalized employee feedback is replacing annual evaluations and rankings. Some reflections …
- 39. Microsoft’s overhaul of its own performance management process as a move in this direction. Some reflections …
- 40. As Laszlo Bock, SVP of People Operations at Google, recently wrote: “Performance management as practiced by most organizations has become a rule-based, bureaucratic process, existing as an end in itself rather than actually shaping performance. Employees hate it. Managers hate Even HR departments hate it.” Some reflections …
- 41. If we want employees working together, not competing with one another, towards achieving common goals removing ratings is a good starting point.
- 42. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 43. SESSION 3: The 10 barriers to promoting a performance conversation culture
- 44. It’s all about the conversation Organisations are conversations Organisations are a series of conversations Good quality conversation is sadly neglected The ‘art’ of conversation Have we lost the need for conversations? I don’t have time for conversations Leadership is a relationship
- 45. Psychological contract Individual I offer I expect Organisation The organisation expects The organisation offers
- 46. THE 9 COMMON BARRIERS TO COMMUNICATION
- 47. THE 9 COMMON BARRIERS TO COMMUNICATION 1: Inattention during conversations
- 48. 2: Restricted information channels THE 9 COMMON BARRIERS TO COMMUNICATION
- 49. THE 9 COMMON BARRIERS TO COMMUNICATION 3: Lack of feedback
- 50. 4: A culture of not asking questions THE 9 COMMON BARRIERS TO COMMUNICATION
- 51. 5: Too much formality THE 9 COMMON BARRIERS TO COMMUNICATION
- 54. 8: Fear of emotion THE 9 COMMON BARRIERS TO COMMUNICATION
- 55. 9: Physical office layout THE 9 COMMON BARRIERS TO COMMUNICATION
- 56. Perceptual positions 1st Position Self 3rd Position Observer 2nd Position Other
- 57. Good conversation is about questions
- 58. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 59. Differences in generations and their expectations when it comes to performance and rewards
- 62. What are the implications of this for using rewards & performance to get the best from people?
- 63. What are the implications of this for performance & rewards?
- 64. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 65. SESSION 4: Shifting from a job-focus to a performance-focus
- 66. What’s Wrong With the Traditional Performance Appraisal? They are a costly exercise Appraisals can be destructive Appraisals are often a monologue rather than a dialogue The formality of the appraisal stifles discussion Appraisals are too infrequent Appraisals are an exercise in form-filling Appraisals are rarely followed up Most people find appraisals stressful
- 67. Survey on Performance Reviews …
- 68. Command & Control Adaptive coaching developing influencing collaborating problem solving
- 70. 5 Myths about performance reviews Myth 1: Increasing individual performance increases organisational performance Myth 2: We need the performance review to objectively categorise people Myth 3: Managers are in the best position to make judgments about people's performance Myth 4: Performance reviews enhance employee performance Myth 5: Performance reviews are designed to help employees
- 71. Roles people play in organisations are more important than the jobs they do...
- 72. The Work People Do Job role Non-job roles Technical skills Team role Career role Innovation & Continuous Improvement role SOURCE: The End of the Performance Review Positive mental attitude & enthusiasm
- 75. The Work People Do Job role Non-job roles Technical skills Team role Career role Innovation & Continuous Improvement role SOURCE: The End of the Performance Review Positive mental attitude & enthusiasm Identify a competency framework for each of the four non-job roles
- 76. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 77. SESSION 5: Performance management framework and the agile enterprise
- 79. Group Presentation Work in groups of three (preferably three organizations) Select one aspect of your organization’s performance management system and share Identify some of the challenges you are facing in this area What some of the solutions you have identified?
- 81. Key Dimensions of Organizational Culture 1. Individual initiatives – the degree of responsibility, freedom, & independence that individuals have 2. Risk tolerance – the degree to which employees are encouraged to be aggressive, innovative, & risk-taking 3. Direction – the degree to which the organisation creates clear objectives performance expectations 4. Integration – the degree to which units within the organisation are encouraged to operate in a coordinated manner 5. Management contact – the degree to which managers provide clear communication, assistance & support to their subordinates 6. Control – the degree of rules & regulations & the amount od direct supervision that are used to oversee & control employee behaviour 7. Identity – the degree to which members identify with the organisation as a whole rather than with their particular work group or field of professional expertise 8. Reward system – the degree to which reward allocations are based on employee performance criteria 9. Conflict tolerance – the degree to which employees are encouraged to air conflicts & criticisms openly 10. Communication patterns – the degree to which organisational communications are restricted to the formal line hierarchy of command
- 83. Organizational agility model Baker, T. (2017). Performance Management for Agile Organizations
- 84. Organizational agility model Baker, T. (2017). Performance Management for Agile Organizations Evaluate your organization on each dimension on a scale of 1 to 5. What can you do to make the organization more agile?
- 85. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 86. SESSION 6: Performance conversation frameworks, systems and models that work
- 87. The five conversations framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
- 98. Climate Review
- 101. Benefits of the Five Conversations Framework ongoing dialogue openness and directness flexibility timely information more relaxed approach
- 102. Five more everyday conversations at work • Coaching – intentional ongoing development • Mentoring – informal day to day sharing (and example) • Delegating – it’s about your development too … • Visioning – sharing and sustaining the “why” • Encouraging – ensuring people feel significant
- 103. Action Plan • What are some tangible steps you need to consider for your performance management system?
- 104. Day 1 How to motivate high performance in an economic downturn SESSION 1: Overthrowing the eight management myths that hold business performance back SESSION 2: Creating a culture of agile performance SESSION 3: The 10 barriers to promoting a performance conversation culture
- 105. Day 2 Differences in generations and their expectations when it comes to performance and rewards SESSION 4: Shifting from a job-focus to a performance-focus SESSION 5: Performance management framework and the agile enterprise SESSION 6: Performance conversation frameworks, systems and models that work
Editor's Notes
- A job specification entails breaking down a job into its simplest component parts & assigning them to an employee to perform the tasks in a consistent manner. Ineffective in environments that are rapidly changing or unpredictable. Questioning the status quo is not as valued as following the status quo. One way of stimulating agile behaviour is flexibly deploying employee skill-sets within a business.
- The second is the prevailing philosophy of the QA movement. The concept of producing quality didn’t start with scientific management; but Taylor elevated the status of QA by demonstrating its significance to organizational performance. In broad terms, QA is perfecting the way things are done to produce quality products and services to meet the needs and expectations of the end-user: the customer. Despite the emphasis on the customer, quality is mostly measured by whether an organization has meet certain criteria; if so, they get the literal seal of approval for meeting industry standards by a regulatory body. QA is not the total answer to focusing on the customer; it is part of the answer, albeit, an important part; but not the only part. The developing trends illustrate the need for product producers and service providers to be flexible and customer responsive as much as anything else. A customer-focused business is one where decisions about their product and services are made based on continually aligning customer needs and wants with the overall goals of the company. People in sales and customer service positions, in particular, are in a brokerage role between the organization they work for and customers they service. With a QA system in place, there are four practices (I cover in the book) that move the company from a compliance-driven organization to a customer-focused enterprise. A common challenge that’s not generally considered in the management literature is how to deal with out-of-the-ordinary demands of the customer.
- There is a widely-held belief that satisfaction and performance go hand-in-hand despite the inclusive research about this link. Instead of only using the carrot and stick approach to motivate employees, we should concentrate on motivating people with the work tasks they do and how they are executed. In the past few decades, the mindboggling transformation in Western society and the rise of the knowledge worker have rekindled enthusiasm for finding meaning in work. The concept of human spirit and work refers to a sense of purpose and meaning experienced through work. Extrinsic rewards are less effective than we previously thought. And there is no doubting that people want more from their work than the promise of bonuses. The idea of using monetary incentives to induce greater performance is deeply rooted in our psyche. Instead of attempting to controlling work productivity with extrinsic rewards and sanctions, the work itself is the often untapped source for self-motivation. The three drivers of human endeavour are autonomy, mastery, and purpose. Autonomy is our desire to be self-directed. Mastery is our urge to get better and better at what we do. Purpose is our thirst to be part of something larger then ourselves.
- The loyal and committed employee think differently. The loyal employee values the status quo; they like things the way they are; they don’t like rocking the apple cart. The committed employee to the contrary, welcome change; they are more inclined to look for new ways of doing things, faster, better and quicker; they will rock the apple cart, if they believe it’ll improve things. Human spirit describes the emotional connection to the work itself. Having a sense of commitment is tied to the employer; that’s the fundamental difference between the values of human spirit and commitment. It’s in the best interests of the employee to seek commitment from their employer to support them to achieve their personal objectives. One of the most notable models of commitment is John Meyer and Natalie Allen’s; their model was developed to bring together the various definitions of commitment. Meyer and Allen’s model characterize organizational commitment in three ways: a desire to stay, the cost of leaving, and a sense obligation to the employer. An effective way of positively impacting more than one dimension of commitment is aligning career growth with company goals. A job that offers variety and the freedom to make decisions and mistakes in a safe environment can engender commitment from the incumbent. For many employees, commitment is fostered through healthy working relationships with colleagues and management. The reconciling of employee and organizational values is another way of building organizational commitment. Another area impacting more and more on organizational commitment is the challenges we all face balancing work and home responsibilities.
- Taylorism didn’t see the relevance and need for non-technical learning and development programs. Training is one approach of learning and development; it’s primarily concerned with the technical skill enhancement of the job-holder. Learning and development is a broader concept, that takes into consideration both technical and non-technical dimensions of learning. Most learning activities can be classified as job-related, person-related, or problem-related; the three dimensions of learning and development. The job-centered approach is the one most directly related to the specifics of one’s job performance. Training programs that improve an employee’s capacity to operate a piece of machinery, master some form of technology, or a work-related system or process, are job-centered. The person-centered approach is based on the idea that a more accomplished person can be a more accomplished employee. Training programs that improve one’s mastery of themselves—rather than mastery of a job skill—such as goal-setting, personal motivation, time management, and emotional intelligence potentially increases work performance in the right circumstances. A third learning and development dimension is problem-centered; that is, being more effective at solving work-related problems. Topics such as creative problem solving techniques, research skills, or analysis of real world case studies are examples of problem-centered learning. The author recommends shifting from a mostly narrow job-centered learning focus to a multi-dimensional approach; this utilizes the strengths of all three dimensions of learning and development.
- There is a prevailing myth that employees can’t be trusted with sensitive information; the risk is they may pass this information on to inappropriate sources. The initiative paradox is a misunderstanding, due to a lack of communication, between management and employees that results in limiting enterprising behavior from employees. The first of four ways of resolving the initiative paradox is goal alignment, which brings into line the perspectives of employees and management. Some practical measures leaders can take to align the goals of employees and employers are: putting in place a clearly-defined performance bonus system to reward and encourage alignment; managers setting an example or walking the talk; consistent informal dialogue between managers and team members; and performance feedback conversations that focus on aligning individual and organization goals. Boundary refinement is a second way of overcoming the initiative paradox. This involves carefully communicating the kind of initiative the leader expects and doesn’t expect. Some practical measures that can be taken to communicate boundaries for displaying proper initiatives are: using critical incidents in the business to illustrate and clarify boundaries for proactive behavior; coaching and mentoring employees in their work; documenting acceptable and unacceptable forms of initiative; and rewarding and reinforcing appropriate initiative. Sharing information is the third strategy in overcoming the initiative paradox. This strategy concentrates on minimizing unshared expectations between employer and employee. Some key steps you can take to share information include: holding annual strategic planning days; staging continuous improvement workshops; facilitating group problem-solving sessions; and running regular team discussion meetings. Active accountability is the fourth and final way to deal with the initiative paradox; it involves an understanding between the manager and employee that initiative and judgment can be exercised, but only at the risk to the employee. Some circumstances where active accountability may be considered an appropriate communication strategy are: conducting workplace investigations; showing initiative against unethical behavior; reporting unlawful behavior; and crisis management.
- Organisations are conversations. The organisation as a collection of people working together to achieve a certain outcome. Organisations are a series of conversations that go on in the lunch room, board room, office, hallway, car, and toilet. 100, 1000, and 10 and 10000 conversations everyday. Some conversations are short, some long, some meaningful, some trivial, some are formal, others informal, some pleasant, others unpleasant. Some structured, others meandering. Some online, others off-line Good quality conversation is sadly neglected. It’s the quality of conversations that count. Meaningful conversations in a workplace affect performance, morale, energy levels, trust levels. The art of conversation. There is no art. We are all capable of being good conversations. We all have good conversations and poor conversations. Some conversations such as difficult conversation do take some skill. But most or not really an art form. Have we lost the need for conversation? If you go home this afternoon on public transport, whether it is by tram, train or bus, have a look around. You will notice everyone is fixated on a screen. When these people arrive home they’ll be fixated on another screen; a TV screen, all the while making face book and twitter updates. There are many conversations we have through technology. Its convenient. It takes a few seconds. It can be done at the click of a button. But many of those conversations occur online when they ought to occur face-to-face. I don’t have time for conversations. A manager said to me the other day: “I don’t have time for conversations. I have too much work to do.” Someone comes to their office at said, “I’m going. I have a better offer in another organisation.” Perhaps an earlier conversation may have prevented this conversation. Leadership is a relationship. Kouzes and Posner once said “Leadership is a relationship” in their great book: “The Leadership Challenge”. I totally agree. But how do you form a relationship? Through trust building. And how do you build trust? Through a series of meaningful conversations.
- Let’s consider the 10 barriers to communication in organisations The single biggest barrier to promoting a culture of conversation is the psychological contract. The psychological contract is the #1 barrier. The old contract is a “them and us” contract. The manager does the thinking and the employee does the doing. This engenders mistrust; having meaningful conversations from the managers point of view seems pointless. And from an employees point of view, they can’t see the need: “Just tell me what you need me to do and I’ll get on with it.” The new psychological contract is collaborative, engaging, and conversation by nature. A new psychological contract is based on mutual respect, dialogue, conversation.
- We have looked at the psychological barriers of communication. Let’s look at nine barriers that can be personal, structural, cultural, procedural, or physical.
- Warren Bennis identified the “management of attention” as one of the core competencies of highly successful leaders. How do we improve your ability to manage your attention? Three things help with the management of attention: Reduce manageable distractions Multi-tasking is not efficient. Shifting from one activity to the next can give the illusion of efficiency. But you are short changing yourself on both activities. Focus on one conversation at a time. If the conversation is worth having, it is worth your complete undivided attention. Identify your most attentive time of the day. Important conversations ought to take place in high energy times. Ask yourself: How present am I in this conversation?
- “You’ll get told on a need to know basis” is a common refrain from a manager with a traditional psychological contract mindset. This idea is borne out of the notion that employees can’t be trusted with confidential information. The assumption is that managers can be trusted, but employees can’t. This is erroneous. Granted, there are more employees than managers, but the idea of not communicating because of a lack of trust is a barrier to genuine, open dialogue. It is a two-way street too: Employees have to be willing to share bad news to managers too.
- Australian managers are worst in the world at giving timely, relevant, and balanced feedback. Feedback ought to be a dialogue, not a monologue. Tell the story of the 19 year old employee who received no feedback.
- Discuss the concept of managers being trained to answer questions not ask them. Talk about the story of the accident in the production area. The person who asks the questions has control of the conversation always. Show me a good conversationalist, and I’ll show you someone who asks lots of questions.
- Conversations in the bosses office are not necessarily going to be the best conversations. In paramilitary organizations based on power, conversations can be accompanied by lots of paperwork and red tape. This stifles conversation. The best conversations ironically occur around the watercooler, in the hallways, in the car driving back from a client or customer meeting.
- The average person spends 2.5 hours a day on email. What would those 2.5 hours be spend doing before email? Conversation? Having a conversation via email is not a real conversation; it is asynchronous; the sending and receiving doesn’t happen at the same time. Would this be best discussed in person or via the telephone?
- What do your senior managers do? Tell the story of the police commissioner
- “I don’t want to open a can of worms” “let sleeping dogs lie” Talk about the story of the orchestra: two musicians have not spoken to each other for 10 years.
- There are two issues here with physical layout: proximity and layout. Proximity refers to the relative physical distance between people. Layout in the office environment; the further someone is from the centre of the action, the more likely they are to be less involved and engaged in the daily operations. We have found interestingly, that the move in recent times to open office plans do encourage open communication, but because people can be heard due to lack of privacy, there is less meaningful interactions. Managers often say to me “I have an open door policy”; I feel like saying, “Yes, but do you have an open mind?”
- I want to share with you what I believe to be the two fundamental attributes of someone who has the capacity to have meaningful conversations with their staff. One is a way of thinking and the other is a behaviour. Perceptual positions considers the way people view the conversation they are in. First position is looking at he situation through their own eyes; the least helpful frame-of-reference for a conversationalist. Second position is looking at the situation through the eyes of the other person. In other words, putting ourselves in their shoes. It doesn’t mean agreeing with them. It really means to understand their perspective. Third position is appreciating the context of the conversation and the other important variables that need to be taken into account. For example, if you are in a forest and you have your nose pressed up against the trunk of a large tree, you are in first position; you can see the tree, but are unaware you are in a forest. Stepping back from the tree you are able to see many trees and realise you are actually in the middle of a forest. This is second position. Talk about the three conceptual positions using the analogue of a fight between two people. Now if you get into a helicopter and rise above the forest and look down, all you will see is a sea of green; you can see the totality of the forest. This is third position. Take two people having an argument, finger pointing, voices raised, talking over the top of each other. This is first position. Both are not interested in anything else except promoting their own point-of-view. If one of them decides to stop talking and ask the other person to explain their case, this has the potential to put that person into second position. That person can then move to third position by considering the situation they are in and some of the external variables that may help or hinder a solution.
- The person who asks more questions drives the agenda of the conversation. Use the example of the journalist. Good conversationalist ask lots of open questions: Why, what, which, when, where, and how.
- My research of 1,200 HR managers identified the following eight shortcomings of the performance review.
- Jobs have been around since the Industrial revolution for 200 years. Taylor conceptualized a job as a clearly defined set of tasks to be done. These days work is more complex. The marketplace more uncertain. Employees play a significant number of roles in organizations beyong simply the technical role.
- This was a survey of 9,000 managers across 21 industry groups in six countries. You will notice that the top 10 job skills are non-job tasks.
- So those are the main barriers to communication. So how do we encourage more productive conversations and meaningful dialogue? You need a framework in place that promotes these conversations. I want to share with you two frameworks. Both of these frameworks can, and should be, recorded for reference. The first of this frameworks that we discuss in Conversations at Work is The Five Conversations Framework. Briefly describe the framework and the fact that some organisations are using this as a substitute for the traditional performance review.
- The second framework is this; which covers five more conversations your leaders should be having. Coaching: Increasingly coaching is critically important in the workplace. This can range from a debrief of a project and based on three key questions: What went well? What didn’t go well? And what could you do differently next time, given the same circumstances? Mentoring: Mentoring is a less formal and less structured series of conversations. Implementing a mentoring program can be a great idea to promote productive conversation in the workplace. Delegation: Delegation should be a two-way dialogue. It should be a developmental process more than anything else. Visioning: This is about sharing the ‘why’: Why are we doing what we do? How can it assist us to achieve our strategic direction? Encouraging: The important but sadly neglected conversation managers can have is to encourage employees undertaking challenging projects. Good leaders are use to having each of these conversations regularly with their team members.