Clients often work from the paradigm that performance systems drive success. Nothing could be further from the truth. Employee engagement is the best predictor of success and performance systems only provide a framework for ongoing conversations about what is working and what is not working. Instead of being the driver of performance, the system should emerge out of other HR processes and culture. It is more like the conversation you hold with a team after the game to prepare them for the next game, not the pre-game bantor that is more for show and posturing.
Here is a slide show that I recently presented to the Society for County Human Resource Professionals.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
The concept of the job has only been in existence for a little over 200 years. Jobs are a way of quarantining and controlling the output of workers. But performing at work is more than adhering to the strict confines of the job description. Yet, the non-job roles people play are at least as important as the jobs they do.
By the end of this broadcast, you will be able to:
• Identify the four-critical important non-job roles that apply n all industries;
• Apply a role description framework for shifting the focus from the job to performance; and
• Appreciate that performance has many dimensions not captured in the job description.
Influence is the lifeblood of leadership. What are the four strategies to influence anybody about anything? Good influencers use a variety of ways to persuade their colleagues and team members. This session is designed to broaden and deepen the leader’s influencing capability.
Job descriptions don’t capture the non-job dimension of performance. The non-job roles people perform in organisations are becoming increasingly important. In this presentation, we cover four non-job roles and how they can be incorporated easily in the work document with measurable KPIs. The job description then becomes a role description.
By the end of this broadcast, you will be able to:
• Identify the four most important non-job roles employees perform across all industries;
• Put in place strategies for converting job descriptions to role descriptions; and
• Appreciate that the job tasks people do is only part of the overall framework.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
Developing and sustaining effective employees is the job of every boss, those who do what is in the best interest of the organization, is critical to that organization’s success.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Do YOU have a Toxic Boss?
Developing and sustaining effective employees is the job of every boss, those who do what is in the best interest of the organization, is critical to that organization’s success. Bosses, who coach and mentor employees to grow and learn are essential to the workplace. Bosses need to be aware of employee skill sets and abilities, and be able to differentiate employee performance into three categories:
High potential employees
Moderate performing employees
Why was this person hired?
Establishing meaningful, challenging goals is an essential skill for any manager. Research shows that such goals motivate employees and improve performance. At this practical, hands-on session, you’ll learn how to develop and articulate goals that set you and your employees up for success. By the end of the session, you’ll come away with a working draft of a set of goals for one of your employees, which you’ll be able to use as a model for writing goals for the rest of your team.
Stop Torturing your Managers and Employees with Traditional Performance Manag...Aggregage
Research and feedback on traditional performance management systems indicates that the parties involved do not find the process valuable. Managers dislike it because it is time consuming, lacks timeliness, seems to always be done under pressure, and are often disputed. Employees who receive “positive” performance reviews complain they are not good enough and employees that receive “negative” performance reviews complain they are inaccurate and not good enough. What a waste of time and energy!! “Stop Torturing them and give them something of Value”. Younger generation employees are clear that they need and insist on more feedback regarding all aspects of their jobs and job performance. How does management respond to this need? Initiate a system of ongoing performance management feedback. This feedback is in the form of regular conversations with the employee. How do you do this?
Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
How does a senior manager positively impact performance at a strategic level? This session looks at a strategic framework for building performance capacity in your organisation. We consider inputs, throughputs, and outputs at the macro level.
To be an effective lead a team, the leader needs to be versatile in their style and approach. Sometimes they need to be directive and at other times very collaborative. This session considers how and when to lead using different styles and approaches for maximum effect.
Understanding the identity of a company’s workforce can offer clarity for an organization, especially when it comes to managing them. Behavioral assessments are one of the tools leaders can leverage when it comes to better understanding an employee’s behavior tendencies. This multifaceted Spotlight Webinar will showcase the stories of two organizations that have integrated behavioral assessments into their people management process. The first speaker Suzanne Farmer, AVP organizational development and training for UT Southwestern Medical Center will share how leaders are leveraging assessment data in determining employee potential and movement. The second speaker, Ryan Smith, chief operating officer of Raidious, a full service digital agency, will unveil how leaders leverage the Predictive Index Behavioral Assessment as a key tool for onboarding and supporting new hires to understanding how one’s behavioral traits influence team collaboration.
During this webinar:
Recognize how behavioral assessment tools can be leveraged through all phases of the employee lifecycle.
Hear how behavioral assessments can enhance team communication and provide insight on employee work and communication styles.
Observe how assessments are influential beyond HR leaders but to executives across an organization.
Developing and sustaining effective employees is the job of every boss, those who do what is in the best interest of the organization, is critical to that organization’s success.
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Do YOU have a Toxic Boss?
Developing and sustaining effective employees is the job of every boss, those who do what is in the best interest of the organization, is critical to that organization’s success. Bosses, who coach and mentor employees to grow and learn are essential to the workplace. Bosses need to be aware of employee skill sets and abilities, and be able to differentiate employee performance into three categories:
High potential employees
Moderate performing employees
Why was this person hired?
Establishing meaningful, challenging goals is an essential skill for any manager. Research shows that such goals motivate employees and improve performance. At this practical, hands-on session, you’ll learn how to develop and articulate goals that set you and your employees up for success. By the end of the session, you’ll come away with a working draft of a set of goals for one of your employees, which you’ll be able to use as a model for writing goals for the rest of your team.
Stop Torturing your Managers and Employees with Traditional Performance Manag...Aggregage
Research and feedback on traditional performance management systems indicates that the parties involved do not find the process valuable. Managers dislike it because it is time consuming, lacks timeliness, seems to always be done under pressure, and are often disputed. Employees who receive “positive” performance reviews complain they are not good enough and employees that receive “negative” performance reviews complain they are inaccurate and not good enough. What a waste of time and energy!! “Stop Torturing them and give them something of Value”. Younger generation employees are clear that they need and insist on more feedback regarding all aspects of their jobs and job performance. How does management respond to this need? Initiate a system of ongoing performance management feedback. This feedback is in the form of regular conversations with the employee. How do you do this?
Have you ever had to coach a struggling employee only to find yourself struggling to provide them with meaningful feedback? You're not alone. While most nonprofit leaders recognize the importance of effective performance management, many are uncertain about how best to provide support. Consistent coaching and feedback is essential to maintaining a high performing culture and ensures that employee development remains firmly aligned with an organization's mission and culture.
Join the Cornerstone OnDemand Foundation and Gayle Loving, Practice Leader of Business Consulting, for this special presentation on Coaching and Performance Feedback for Nonprofit Leaders.
Viewers will learn:
• How to effectively integrate coaching and feedback into your performance evaluation process
• Best practices for providing meaningful and useful feedback and coaching to address performance issues
• How to work with your management team to ensure coaching is included in the performance evaluation process
Watch the recording at http://www.cornerstoneondemand.org/resources?type=2.
How does a senior manager positively impact performance at a strategic level? This session looks at a strategic framework for building performance capacity in your organisation. We consider inputs, throughputs, and outputs at the macro level.
To be an effective lead a team, the leader needs to be versatile in their style and approach. Sometimes they need to be directive and at other times very collaborative. This session considers how and when to lead using different styles and approaches for maximum effect.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
Co-delivered with John Zettler to the HRANS Halifax Monthly Professional Dinner April 2010 This presentation focuses on the continuous process of Performance Management
Developing Employee & Organizational Performance June 2010Patrick Hartling
This is a presentation I delivered to the AMA Professional Day seminar in June 2010. Critical themes include Performance Assessment and Effective Coaching Strategies.
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
The Talent Management Navigator Performance ManagementSeta Wicaksana
Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process:
Employees understand how the work they are doing supports the broader goals of the organization
Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives
Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals
Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
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
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Make Performance Part of Everyday Conversations
1. P R E S E N T E D B Y N . J . H E S S A S S O C I A T E S
W W W . N J H E S S A S S O C I A T E S . C O M
( 7 1 7 ) 5 6 6 - 6 1 1 5
N J H E S S @ N J H E S S A S S O C I A T E S . C O M
The Link between Employee
Engagement
and Performance Systems
2. Professional Bio
Nancy J Hess, principal of N.J.
Hess Associates, has been
designing and developing human
resource systems for
organizations for over 25 years
with a focus on municipal
government.
She founded her practice on the
idea that people processes are the
heart and soul of successful
organizations.
She also was part of the adjunct
faculty in the Department of
Management at Bloomsburg
University for over ten years.
N.J. Hess Associates
3. I am so
excited for my
annual
performance
review said no
one, ever.
High
employee
engagement is
the best
predictor of
organization
success.
Two Different Paradigms
4.
5. Performance
System Norms
Rating systems range from “you
are SUPER” to “you are a big 0”
The rater does all the preparation
for the evaluation interview.
We talk about performance
evaluation once a year.
We tend to focus on what needs
fixed.
We tend to focus only on what we
see.
What other norms are we used to?
We have been used to
doing things a certain
way and sometimes it is
hard to break with past
habits.
Existing paradigms for
performance systems
create internal feeling
states much like those
we experienced when
we received a report
card at school.
9. How do we go about setting organization goals?
Start by asking questions of your management team,
e.g.,
What do we see in the future, with respect to the way
we do things, that is different from the way we do
them now?
What assets will we rely upon to move us forward?
What challenges will most likely hold us back?
What would we most like to be recognized for that
also fits with our understanding of community wants
and needs?
10. GOAL SETTING
Organization
Level
• Build a customer-focused environment.
Department
Level
• Create positive customer experiences
Individual
Level
• Create documentation (e.g. FAQ) for customer
questions and make recommendations…..
11. Short and
Sweet Policy
Formal and Informal
Ongoing documentation of
conversations about progress on
goals or standards.
Review of job description plays
central role
Feedback on job competencies is
focused on development
Goals are the primary driver for
the formal evaluation.
12. SAMPLE COMPETENCIES
Customer Service(internal/external) -
Understanding and anticipating customer wants;
resolving customer needs.
One Team Thinking -The willingness to work with
other groups and departments to achieve organization
goals, as demonstrated by the “We are all in this together”
approach to work.
Big Picture Thinking - Understanding how different
parts and functions of the organization fit together and
creates a sense purpose for team.
13. CUSTOMER SERVICE
Customer Service (Internal and External) - Understanding and anticipating customer wants, and resolve customer needs.
I Adopts professional attitude with customers (don’t take emotional concerns personally);
Actively listens to customer issues and concerns; uses questions to identify needs and
promote customer understanding.
II Expands customer skills based on experience; knows who handles what; asks probing
questions to get to root of the problem; accepts other’s perspectives; understand the
County’s function within the community.
III Demonstrates calm manner with sensitive matters; de-escalates potential volatile situations
with empathy, factual response and documentation.
IV Demonstrates for others how to adjust approach to customer concerns to reflect factors
such as frame of mind, customer’s culture, sensitivity of issue and other variables that
require a variation in approach to create better outcomes.
V Promotes respect for customer diversity, sets standards for openness and integrity; works to
build a culture of civility and trust with customers.
VI Continuously builds customer-focused approach throughout organization with attention to
leveraging technology and human approaches to improve network of connections and
access for customers.
14. PERFORMANCE REVIEW AGENDA
Review of job description
(Employee Engagement)
Goal-setting
(Align with Big Picture Goals)
Feedback on Critical Competencies
(Focus on developing employee)
15. EMPLOYEE GOALS
Goal 1: Due Date:
Aligned with Organization Goal:
Criteria for Completion:
Due Dates: (Optional)
Goal Completion (highlight)
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Reviewing Manager Report:
Meets Does Not Meet
Employee Comments (optional):
16. Core Competencies: Target Level Assessed Level
1. Customer Service 1 1
2. Big Picture Thinking 1 1
3. One Team Thinking 1 1
Competency Assessment
17. Supervisor Role
Communicate understanding of critical job functions
and competencies required for successful
performance;
Review job descriptions and identify priorities;
Communicate how employee’s goals relate to goals
of department and overall organization goals;
Discuss employee questions and provide
information regarding resources, tools, training and
support within the organization.
18. Employee Role
Understand of critical job functions and
competencies required for successful performance;
Understand job description and provide input
regarding changes to job;
Ask questions to ensure clear and complete
understanding of priorities and goals;
Provide feedback regarding progress toward goals;
Provide feedback regarding how critical
competencies are demonstrated on the job.
19. IDEAS/RESOURCES
Examples of cloud applications for goal program
Survey Monkey (peer reviews)
Create sliding bar in Excel to show progress
Collect Success Stories and publish them!
Focus on employee engagement such as customer
service problem solving focus groups and workshops.
What other ideas have you tried?
Editor's Notes
Design performance systems where feedback, competency development and coaching toward goals are a part of the everyday life of the organization.Performance programs are a highly desirable component of human resource systems and are frequently the first thing requested by an organization. This may be due to a desire to create a high performing workplace or a desire to track and manage performance outcomes. In truth, these systems are difficult to design in the absence of other foundational aspects of HR systems, strong participatory processes and clear organization goals which stem from the mission, vision and strategies set by the top leaders. However, once these components are in place, the goals for employee groups and individuals within the organization can be aligned to mobilize and energize the organization to reach high and accomplish great things.A performance management system reflects the values of the organization and its leaders. It is not just something you do once a year but a way of thinking about the relationship between people, their work and rewards. It is about how to build feedbacks loops into the structure of the organization to create better opportunities for learning and becoming better stewards.
Nancy’s distinctive competency is tapping into the internal strengths of an organization and utilizing participative methodologies to engage people in the process of change. She provides expertise and coaches managers in the strategic use of HR interventions and helps leaders to build effective management systems which can support high performance workplaces.She brings deep experience in group process facilitation and consultation techniques to promote collaboration, knowledge transfer and employee engagement. In addition to the foundational elements of human resources, she provides one-on-one and group consulting to executives and management teams with a focus on coaching, organization development and process improvement.
Are both true? There is a link between employee engagement and performance, in fact, employee engagement should be the central component of any performance system. The absence of employee engagement is why most performance systems don’t work.Research shows that employee engagement is linked to successful completion of organization goals.http://www.forbes.com/sites/kevinkruse/2012/09/04/why-employee-engagement/We know from research and experience that managers who engage their employees produce better results. If GOALS are an integral part of the way employees are managed, they will make also make sense in the context of performance review.Are performance reviews a necessary evil?Can we make them more about conversations and less about “telling”?What I hear most often….We need these to separate the good performers from the bad. …to decide on promotions…to award merit payMy board wants me to conduct performance evaluations.I know I should, I just don’t know how to go about it.We already know who the high and the low performers are, what does a performance evaluation do that we can’t do without the performance evaluation?Just one HR conference or legal update on personnel and you will hear that performance evaluations do more to get employers into trouble due to lack of consistency. E.g., if this employee is such a problem, why is that not reflected in their performance evaluation?PITFALLS:We do not like to judge our staff, most of us prefer to encourage, not discourage.We may distrust the system. If we state the truth, and nothing happens as a result, we lose credibility.Inherent sense of fairness or a preference for “one team” thinking may preclude us from wanting to treat people differently.We may confuse performance management with our disciplinary program. We cannot ignore progressive discipline and hope that the performance evaluation will take care of our ommission.So, what are your reasons for being here today?My goals for today’s session is to provide you with the most basic but also the most defensible approach to performance evaluation. Don’t get me wrong, once you understand the concept, you will need to work at this in order to feel comfortable and confident, but the approach is sound and after years of helping managers, I can tell you that employees are most receptive to this approach.
Bring people into the process to get to the heart of the matter.Design processes to help engage people with the big picture.
Here are the major components of the system. Job descriptions and management training are foundational. You have to begin with a clear understanding of the job expectations and requirements. Note that “doing your job” is a little different from “reaching your goals”. In this approach to performance evaluation, job incumbents must do BOTH.You have to make sure anyone who is conducting performance evaluations has some training on goal setting. Goals are at the center of the program because if they are developed thoughtfully, they will be the clearest measure of performance during a particular period of time. Employee Feedback is at the highest point and as such, represents the ultimate outcome of this entire program. If it is not happening, then the system will not work. In essence, employee feedback is the GOLD, it is what will be valued the most by the employee.GOAL SETTING TAKES TIME! OrganizationLevel– The“BigPicture”partofthesystem.Themanagementteam respondsto policydirectionestablishedbyBoardandestablishesbroadorganizationgoalsto setthe toneandprioritiesfortheperformanceprogram.Department Level – The organization goals are translated to department goals.ORProcessLevel– (Across Different Departments) The“How”partofthe system.Coreprocessesincludethoseactivitieswhich constitutethe mostimportantchainofactionsin fulfillingthe missionofthe County. Throughanalyzingcoreprocessesandestablishinggoalsandmeasuresaroundsuchareas asquality, customerpreferencesandbudget, the potentialexiststo gathergoodinformationandcreateprocessimprovements. Job/IndividualLevel– Jobstructureisintegrallyrelatedto the otherfacetsofthe system. As goalsevolve,andprocessesareimproved,job tasksandprioritiesshiftto reflecttheon-goingchanges.Therefore,the employeeis involvedwithandparticipatesinsettinggoals and updatingjob descriptions.Thisresultsingoodinformationabout whathaschangedin the job andencouragesfeedbackaboutjob priorities,criticalcompetenciesneededfor successfulperformanceand relatedareassuchasreportingrelationshipsandensuringthe employeehasthe resourcesneededto properlyexecutethe work.
Wordle created during a management goal setting session.
How do we go about setting organization goals?The County Administrator and HR Manager are the link between the goals of Board and the staff. Together they think about how the broad goals relate to their departmental activities.What do we see in the future, with respect to the way we do things, that is different from the way we do them now?E.g., younger generation likes to work more collaboratively, the public wants easy access to information, technology will be a part of everything we doWhat assets will we rely upon to move us forward? E.g., our employees, partnerships in the community, our infrastructureWhat challenges will most likely hold us back?E.g., mandates, apathy, desire to maintain status quo, negative politics, lack of moneyWhere in the organization is there evidence of something new emerging?E.g., Better communication happening at all levels, management team meetings, open budget process, more responsive community development/codes department, more “feet on the street”, more customer orientedWhen looking at the future, what causes us most discomfort, and/or anxiety?E.g., political in-fightingWhat would we most like to be recognized for that also fits with our understanding of community wants and needs?E.g., Being service oriented, quality personnel, responsive, getting things doneSample First Draft Goal StatementsBe responsible stewards of the many and varied assets of the CountyCreate a collaborative learning environmentBuild a customer-focused environmentForm a partnership with citizens to address quality of life issues.
Here is a goal statement established by a management team in a community that is focused on re-vitalization and increasing the value of investment in the B.CivicPlus.com offers a way to easily build FAQ’s into the County websiteGoals that require employees to make recommendations for improvements in a process or some aspect of the job is an invitation for engagement. The goal should be meaningful and represent something that is urgent and/or important to accomplish. This will require conversations between manager and employee and should allow for the employee to take part in implementation.
JOBPERFORMANCEREVIEWPROCESS The Countywillutilizeboth formalandinformalperformanceevaluationsto provide feedbackto employeesandmonitortheirabilityto meetperformancestandards establishedbythe County. Formalevaluationswillbe conductedannually and duringthe probationaryperiod.Formal evaluationswill be conductedbythe supervisorandcommittedto writing. Informalevaluationswill take place asoftenasdeemednecessarybyadepartment supervisorto communicateexpectations,recognizegoodworkorcorrectpoorworkhabits. Informalevaluationsmay,ormaynot,be written. Whena supervisormeetswithan employeeto discussperformanceissues,a summaryofthediscussion,includingthespecificissuesaddressedandthe recommendationsmade,will be placedinwritingand copiedto the employee'spersonnelfolder.Procedure: General: 1. Formalperformanceevaluationswill be conductedduringa time frame establishedbythe County Administrator.2. Departmentmanagerswill meetwitheachemployeeto accomplishthe following:a. reviewthe job descriptionforanychanges;b. reviewthe goalsestablishedthe previousyear;c. discussfeedbackonthecriticalcompetenciesneededto performthe job, includingperformerstrengthsand weaknessesandparticularchallengesinherentinthejob;d. developgoalsforthe upcomingyear.3. Additionalassessmentsmaybe conductedwhereemployeeperformance indicatesthe needforfollowupandadditionaldocumentation.Note: performancereviewwill focusoncoachingandfeedback.Whereperformanceproblemsnegativelyimpactthe workplace,theywill be addressedthroughthe disciplinaryproceduresandperformancecounseling.4. Formalassessmentswill be reviewedbythe HRDirectorforcontinuityand completeness.Incompleteassessmentswill bereturnedfor revision.TheCounty Administratormayreviewformalassessments.5. Employeeswill receivea copyoftheirformalassessmentanda copywillalsobe placedinthe employee’sfile. Appeals: Employeesmay requestreviewoftheirperformanceevaluationiftheybelievetheir evaluationwas unfairorinaccurate.Level3maybe requestedonlywhereLevel2is exhausted. Level1: Employeemayprovideadditionalwrittencommentsthat will be madepartof the performanceassessmentdocumentation. Commentswill be subjectto censure,and will be removediflanguage orcontentisslanderous,unsupported, orrepresentsdirectattacks. Level2: Employeemay requesta meetingwithdepartmentsupervisorto discussthe outcomesofthe performancereview.Themeeting will be documentedandthe performancereviewamendedwhereindicated. Level3: Wherefurtherresolutionisneeded,employeemay requesta meeting withthe Human Resource Directorto discussthe performancereview.Alternately,theCounty Administratorserveinadvisorycapacityto assistwithresolutionofissue.
Best practice is to build a competency vocabulary for the organization with includes three to five core competencies which apply to everyone.These competencies came out of an employee focus group who talked about “what is most critical for success in our jobs?”This helped to build engagement before we began the performance review process.
Best practice includes a quarterly “check in” on goal completion
(The numbers represent drop down menu on the forms)Target level refers to the level the employee should be meeting.Assessed level refers to the level the employee is at.
Discuss Behavioral Event Interviews (B.E.I.’s)Employees are responsible for bringing “stories” of successes and challenges to the interview.It is important to emphasize that tackling a big goal, a big challenge, may mean you don’t succeed, but if you demonstrate competencies in problem solving, conflict management and other important competencies, it may be that the effort was still a success and the manager can note it as such.The important part of the performance review process is engaging the employee in a discussion about what worked and didn’t work, what competencies were exercised and demonstrated and whether a clear effort was made on the part of the employee to meet the goal. A recent organization survey was conducted to find out how they felt about their work environment. The number one point of dissatisfaction by employees was the fact that the elected officials had recently promoted an individual who was a poor performer (and everyone knew it) while denying most employees an annual raise. This kind of misalignment cannot be fixed by a performance system. If managers and elected officials are unwilling to hold employees accountable for performance, then they can expect that other supervisors and managers are not going to bother to make it work.
Often the biggest hurdle is committing to the process of developing and implementing a system.Start small.Start with conversations about jobs, goals, competencies. Resist outdated methods of performance evaluation. They never worked and they never will.