This document discusses strategies for managing employee performance. It includes 6 units focused on performance management, personal influence, time management, organizational structuring, negotiation, and culture change. It discusses moving away from traditional job descriptions and focusing more on roles, values, vision, goals and regular developmental conversations. It also lists the top 10 most valued job attributes for employees and discusses the initiative paradox and attracting/retaining talent.

1. Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au

2. Unit 1—Strategically Managing
Performance
Unit 2—Enhancing Your Personal
Influence at the Executive Level
Unit 3—Creating Thinking Space
and Managing Time
Unit 4—Options for
Organisational Structuring
Unit 5—Negotiation and Conflict
Management
Unit 6—Driving Positive Culture
Change

3. Unit 2—Strategically Managing Performance
Unit 1—Strategically Managing Performance

4. Performance
management
framework
What’s wrong
with the job
description?
Performance &
developmental
conversations

6. A vision is like a coat hanger …

7. inspire give directionset priorities
remind us who the customer is

8. Vision
Where does the organization want to be in 5 years?
Values
What are the values that will enable us to achieve our vision?
Mission
How will we achieve our vision?
Five Year Goals
What are our broad goals for the next 5 years

9. 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
Baker, T. “Attracting and Retaining Talent”

10. Roles people play in organisations
are more important than the jobs
they do...

11. The Work People Do
Job Role Non-job Roles
Technical skills
Team role
Skill development role
Innovation &
Continuous
Improvement role
SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising
Employee Performance
Positive
Mental Attitude
& Enthusiasm

12. 10 Most Valued Job Attributes
1. Enthusiasm/positive mental attitude
2. Good communication skills
3. Self-motivation/initiative
4. Honesty
5. Liking people
6. Persistence
7. Ability to work in a team
8. Good organizational skills/ability to work under pressure
9. Willingness to learn
10. Dependency/dedication
(Warner, 2012)

13. The end of the job description
The negative
impact of the job
description on the
lifecycle of the
employee

15. Initiative Paradox

16. Initiative Paradox

18. Performance
management
framework
What’s wrong
with the job
description?
Performance &
developmental
conversations

19. Your homework
Commit to a schedule of
regular developmental
conversations with your
direct reports

20. Unit 1—Strategically Managing
Performance
Unit 2—Enhancing Your Personal
Influence at the Executive Level
Unit 3—Creating Thinking Space
and Managing Time
Unit 4—Options for
Organisational Structuring
Unit 5—Negotiation and Conflict
Management
Unit 6—Driving Positive Culture
Change