A framework to performance management:
-clearly set a direction
-identify competencies needed to be successful
-develop performance coaching focus to achieve vision and objectives
-create a performance coaching plan
-one on one coaching needs to be integrated into your everyday activities
6 ways to effeci
Conceptual framework for performance management strategies (2)Mitchell Jaques
The document provides a conceptual framework for performance management strategies at NDDS Construction LLC. It outlines key characteristics of the construction industry in Arizona where the company is expanding. It then describes the company's values and philosophy and provides job descriptions, skills requirements, and performance measurement methods for key roles like drywall installers, painters, and carpenters. Feedback delivery and control processes are discussed as critical ways to engage employees, ensure accountability, and help the company achieve its organizational goals.
With billions of dollars being invested in aging infrastructure, Strategic Performance Management programs are essential to confirming the mission, vision and goals of the organization, managing costs, meeting regulatory requirements and meeting customer expectations. A well implemented program provides effective and efficient business process improvement, strategic planning, asset optimization and service delivery.
The document discusses business excellence models, which guide organizations to achieve world-class performance and business results. It provides a brief history of how the first models emerged in the 1980s in response to Japanese business success. Today, the most well-known models are the Baldrige Criteria for Performance Excellence and the EFQM Excellence Model, which help organizations improve via self-assessment. Both models evaluate organizations across similar criteria focused on leadership, strategic planning, customers, workforce, and processes.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Introduction to performance management framework in public serviceGabriel Lubale
The document discusses performance management frameworks in the public sector in Kenya. It provides an overview of key concepts like results-based management, performance contracting, and the performance appraisal system used in Kenya. Some achievements of implementing performance management include gaining political support, releasing sector performance standards, and engaging in flagship projects. Challenges include lack of sensitization, resources, and sabotage by some stakeholders in signing performance contracts and submitting to evaluations.
The document outlines a 4-step process for goal alignment among management staff members: 1) Each member defines their goals derived from company goals and strategy; 2) Members review each other's goals and expectations; 3) Members agree on goals and commitments for the year in an offsite meeting; 4) Periodic status meetings are held to ensure goals remain aligned. The process is intended to align individual goals with company goals and strategy and facilitate collaboration among management staff.
Conceptual framework for performance management strategies (2)Mitchell Jaques
The document provides a conceptual framework for performance management strategies at NDDS Construction LLC. It outlines key characteristics of the construction industry in Arizona where the company is expanding. It then describes the company's values and philosophy and provides job descriptions, skills requirements, and performance measurement methods for key roles like drywall installers, painters, and carpenters. Feedback delivery and control processes are discussed as critical ways to engage employees, ensure accountability, and help the company achieve its organizational goals.
With billions of dollars being invested in aging infrastructure, Strategic Performance Management programs are essential to confirming the mission, vision and goals of the organization, managing costs, meeting regulatory requirements and meeting customer expectations. A well implemented program provides effective and efficient business process improvement, strategic planning, asset optimization and service delivery.
The document discusses business excellence models, which guide organizations to achieve world-class performance and business results. It provides a brief history of how the first models emerged in the 1980s in response to Japanese business success. Today, the most well-known models are the Baldrige Criteria for Performance Excellence and the EFQM Excellence Model, which help organizations improve via self-assessment. Both models evaluate organizations across similar criteria focused on leadership, strategic planning, customers, workforce, and processes.
With 60% of employees stating that they will look to change jobs when the economy picks up, what should you be doing to manage & retain your talent?
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Introduction to performance management framework in public serviceGabriel Lubale
The document discusses performance management frameworks in the public sector in Kenya. It provides an overview of key concepts like results-based management, performance contracting, and the performance appraisal system used in Kenya. Some achievements of implementing performance management include gaining political support, releasing sector performance standards, and engaging in flagship projects. Challenges include lack of sensitization, resources, and sabotage by some stakeholders in signing performance contracts and submitting to evaluations.
The document outlines a 4-step process for goal alignment among management staff members: 1) Each member defines their goals derived from company goals and strategy; 2) Members review each other's goals and expectations; 3) Members agree on goals and commitments for the year in an offsite meeting; 4) Periodic status meetings are held to ensure goals remain aligned. The process is intended to align individual goals with company goals and strategy and facilitate collaboration among management staff.
Performance Management experts were interviewed from around the world to gain perspectives on the current state of the discipline. Key insights included:
- Linking individual, departmental, and organizational performance is a challenge but a key trend. Evaluating performance from a broader perspective is also important.
- Understanding local culture and its potential conflicts with Performance Management approaches is important when implementing systems.
- While practice is still guided by intuition rather than scientific findings, developing a unified philosophy, concepts, theory and tools is important to progressing the discipline.
- Communication of vision and strategy is critical for Performance Management best practices. Systems must also tell employees what to do and how to link to overall strategy.
- Continued research on improving
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
This chapter discusses strategic human resource management and the HR scorecard approach. It outlines the strategic management process, including defining corporate and competitive strategies. An important part of strategic HRM is developing a high performance work system through practices like training and teamwork. The HR scorecard is a 7-step approach to aligning HR systems with business strategy by linking activities to employee behaviors, organizational outcomes, and performance metrics. This helps HR both formulate and execute organizational strategy through human capital.
A STUDY OF PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONSSheryl Mehra
PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONS Like U.S.A, Mexico, U.K, Germany, Turkey, India, China, South Korea, Japan, Australia, France,
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
Road Map for Organizational Effectivenesstdhooper2
The document provides an overview of the services offered by Leadership Strategy Group to help organizations, teams, and individuals improve leadership effectiveness and drive organizational performance. The services include change management, employee engagement, team performance, and leadership development. Key practices involve assessment, action planning, facilitation, coaching, and measuring results. Case studies demonstrate how clients achieved goals like cost reduction, improved processes, and increased employee engagement.
Chapter 07 Managerial Planning and Goal SettingRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Objectives of performance management systemPandiani74
The document discusses implementing a balanced scorecard approach to improve performance management of teachers in the Nigerian education sector. It outlines a 7-step process for building and implementing a balanced scorecard, including selecting a team, clarifying strategy and objectives, designing a strategic map, developing performance measures, championing new initiatives, implementation, and post-implementation review. The document recommends adopting a balanced scorecard system for teachers, establishing a national committee to design strategic maps for different education levels, and phasing in implementation over 12-24 months with support from government.
The document discusses a company called McKinney Rogers and their focus on business execution. They have a business execution model and Mission Leadership solution that helps companies align their organizations, set strategic direction, and measure performance to achieve sustainable results. McKinney Rogers claims to have no competitors in their space of helping companies translate their strategies into focused actions to deliver business results.
Employee Engagement_Best Practice Principles and StrategiesCharles Cotter, PhD
This document outlines strategies and best practices for employee engagement at Volvo Group Southern Africa. It discusses defining employee engagement and measuring engagement statistics globally and locally. The importance of employee engagement for business value and benefits is explained. Key aspects covered include the employee value proposition, employee voice, stakeholder relations, and implementing engagement strategies. Gallup research on engagement levels in the US and South Africa is presented. The document provides frameworks for analyzing engagement, developing engagement strategies, and managing stakeholders. Accelerating engagement through selecting the right people, developing strengths, and enhancing well-being is discussed.
PeopleWiz collaborated with an Indian cybersecurity company to create an effective organization design aligned with its growth strategy. The Indian cybersecurity market is expected to grow significantly due to digital transformation initiatives. PeopleWiz conducted interviews and research to diagnose the current structure and identify success indicators. They recommended a new organization design to enable future business strategy and ensure the company reaches its potential. PeopleWiz also developed a performance management framework focused on transparency, alignment, measurement, and correction to encourage ambitious goals and efforts to realize the company's vision.
This document provides an overview of strategic human resource management. It discusses strategic management as a process that integrates goals, policies and actions. Strategic HRM involves deploying human resources for competitive advantage. The chapter covers the differences between strategy formulation and implementation. It also examines the linkages between HRM and strategic planning, and the role of HRM in different strategies like cost leadership, differentiation, and directional strategies involving concentration, growth, mergers and acquisitions, and downsizing. Finally, it discusses how HRM can provide strategic competitive advantage by developing unique human capital and a learning organization.
Human Resource as a source of competitive advantage in IT sector- Manorama YadavMukesh Kumar Yadav
This document discusses how human resource management can provide competitive advantage in the IT sector. It identifies the key competitive challenges as globalization, embracing technology, managing change, developing human capital, responding to the market, and containing costs. The document outlines how HR policies and practices can help companies address these challenges by attracting, retaining and motivating valuable employees. It also discusses topics like the impact of information technology on HR, developing intellectual capital, and using approaches like total quality management and reengineering to improve responsiveness to customers.
Strategic talent planning guidelines.
How to align your talent strategies and talent timeline towards AIESEC organization operation.
Models adapted from Strategic planning for Dummies
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Performance management framework in public service of KenyaGabriel Lubale
The document discusses performance management frameworks in the public sector. It provides definitions of key concepts like performance and performance management. It outlines the theoretical frameworks that underpin performance management, including management principles and human resource management approaches. It also describes methods used to implement performance management in Kenya's public sector, such as result-based management, performance contracting, and the performance appraisal system. Some achievements of implementing these performance management approaches are also highlighted.
Building a Sustainable Performance Framework, showcasing County of Santa Clara, California Animal Control...example program logic modeling, performance measurement and trends in operations
This document provides an overview of performance management. It begins with an agenda that includes objectives and introductions, why performance management is important, the performance management framework, the process, tools and resources, getting started, and next steps. It then discusses setting clear objectives and goals, identifying key result areas, agreeing on key performance indicators with supervisors, and setting targets. The benefits of performance management for both individuals and organizations are described. A three-phase performance management cycle of plan, focus, and review is outlined. Tools and resources to support the process are listed, along with tips for getting started and overcoming challenges. The presentation emphasizes linking individual and corporate goals to drive high performance results.
Performance Management experts were interviewed from around the world to gain perspectives on the current state of the discipline. Key insights included:
- Linking individual, departmental, and organizational performance is a challenge but a key trend. Evaluating performance from a broader perspective is also important.
- Understanding local culture and its potential conflicts with Performance Management approaches is important when implementing systems.
- While practice is still guided by intuition rather than scientific findings, developing a unified philosophy, concepts, theory and tools is important to progressing the discipline.
- Communication of vision and strategy is critical for Performance Management best practices. Systems must also tell employees what to do and how to link to overall strategy.
- Continued research on improving
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
This chapter discusses strategic human resource management and the HR scorecard approach. It outlines the strategic management process, including defining corporate and competitive strategies. An important part of strategic HRM is developing a high performance work system through practices like training and teamwork. The HR scorecard is a 7-step approach to aligning HR systems with business strategy by linking activities to employee behaviors, organizational outcomes, and performance metrics. This helps HR both formulate and execute organizational strategy through human capital.
A STUDY OF PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONSSheryl Mehra
PERFORMANCE MANAGEMENT PRACTICES ADOPTED BY VARIOUS NATIONS Like U.S.A, Mexico, U.K, Germany, Turkey, India, China, South Korea, Japan, Australia, France,
Why organizational strategy is so important; what is organizational strategy Anyway? implementing effective organization strategy. By Charlesmore Partners International; Consultants in Organizational Strategy.
Road Map for Organizational Effectivenesstdhooper2
The document provides an overview of the services offered by Leadership Strategy Group to help organizations, teams, and individuals improve leadership effectiveness and drive organizational performance. The services include change management, employee engagement, team performance, and leadership development. Key practices involve assessment, action planning, facilitation, coaching, and measuring results. Case studies demonstrate how clients achieved goals like cost reduction, improved processes, and increased employee engagement.
Chapter 07 Managerial Planning and Goal SettingRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Objectives of performance management systemPandiani74
The document discusses implementing a balanced scorecard approach to improve performance management of teachers in the Nigerian education sector. It outlines a 7-step process for building and implementing a balanced scorecard, including selecting a team, clarifying strategy and objectives, designing a strategic map, developing performance measures, championing new initiatives, implementation, and post-implementation review. The document recommends adopting a balanced scorecard system for teachers, establishing a national committee to design strategic maps for different education levels, and phasing in implementation over 12-24 months with support from government.
The document discusses a company called McKinney Rogers and their focus on business execution. They have a business execution model and Mission Leadership solution that helps companies align their organizations, set strategic direction, and measure performance to achieve sustainable results. McKinney Rogers claims to have no competitors in their space of helping companies translate their strategies into focused actions to deliver business results.
Employee Engagement_Best Practice Principles and StrategiesCharles Cotter, PhD
This document outlines strategies and best practices for employee engagement at Volvo Group Southern Africa. It discusses defining employee engagement and measuring engagement statistics globally and locally. The importance of employee engagement for business value and benefits is explained. Key aspects covered include the employee value proposition, employee voice, stakeholder relations, and implementing engagement strategies. Gallup research on engagement levels in the US and South Africa is presented. The document provides frameworks for analyzing engagement, developing engagement strategies, and managing stakeholders. Accelerating engagement through selecting the right people, developing strengths, and enhancing well-being is discussed.
PeopleWiz collaborated with an Indian cybersecurity company to create an effective organization design aligned with its growth strategy. The Indian cybersecurity market is expected to grow significantly due to digital transformation initiatives. PeopleWiz conducted interviews and research to diagnose the current structure and identify success indicators. They recommended a new organization design to enable future business strategy and ensure the company reaches its potential. PeopleWiz also developed a performance management framework focused on transparency, alignment, measurement, and correction to encourage ambitious goals and efforts to realize the company's vision.
This document provides an overview of strategic human resource management. It discusses strategic management as a process that integrates goals, policies and actions. Strategic HRM involves deploying human resources for competitive advantage. The chapter covers the differences between strategy formulation and implementation. It also examines the linkages between HRM and strategic planning, and the role of HRM in different strategies like cost leadership, differentiation, and directional strategies involving concentration, growth, mergers and acquisitions, and downsizing. Finally, it discusses how HRM can provide strategic competitive advantage by developing unique human capital and a learning organization.
Human Resource as a source of competitive advantage in IT sector- Manorama YadavMukesh Kumar Yadav
This document discusses how human resource management can provide competitive advantage in the IT sector. It identifies the key competitive challenges as globalization, embracing technology, managing change, developing human capital, responding to the market, and containing costs. The document outlines how HR policies and practices can help companies address these challenges by attracting, retaining and motivating valuable employees. It also discusses topics like the impact of information technology on HR, developing intellectual capital, and using approaches like total quality management and reengineering to improve responsiveness to customers.
Strategic talent planning guidelines.
How to align your talent strategies and talent timeline towards AIESEC organization operation.
Models adapted from Strategic planning for Dummies
Emerging Trends in Performance Management: Diagnose, Discern & Develop - Part 1Cornerstone OnDemand
In this session, Jeremy Spake, Principal Consultant, Advisory Services for Cornerstone OnDemand, will explore several emerging trends through examining case studies of companies using these new performance management concepts. Discussing specific actions, Mr. Spake steps us through how to diagnose your current performance strategy, the benefits the latest trends have on employee engagement as it pertains to performance management, as well as discerning between learning activities and development achievement.
Performance management framework in public service of KenyaGabriel Lubale
The document discusses performance management frameworks in the public sector. It provides definitions of key concepts like performance and performance management. It outlines the theoretical frameworks that underpin performance management, including management principles and human resource management approaches. It also describes methods used to implement performance management in Kenya's public sector, such as result-based management, performance contracting, and the performance appraisal system. Some achievements of implementing these performance management approaches are also highlighted.
Building a Sustainable Performance Framework, showcasing County of Santa Clara, California Animal Control...example program logic modeling, performance measurement and trends in operations
This document provides an overview of performance management. It begins with an agenda that includes objectives and introductions, why performance management is important, the performance management framework, the process, tools and resources, getting started, and next steps. It then discusses setting clear objectives and goals, identifying key result areas, agreeing on key performance indicators with supervisors, and setting targets. The benefits of performance management for both individuals and organizations are described. A three-phase performance management cycle of plan, focus, and review is outlined. Tools and resources to support the process are listed, along with tips for getting started and overcoming challenges. The presentation emphasizes linking individual and corporate goals to drive high performance results.
Agile India 2016: Workshop: From Traditional Performance Management to Iterat...Fabiola Eyholzer
Bangalore, India | Mar-15-2016
Traditional Performance Management systems are in deep crises. Their industrial era approach is unable to meet the demands and thinking of 21st century people and organizations.
Join this interactive workshop to discuss how Lean | Agile enterprises can push the reset button and move from an administrative Performance Management process to a successful iterative performance flow.
This is a highly participative open space session and we will cover questions like:
– Why is there a need to push the reset button on Performance Management?
– How do we approach goal settings in an agile environment? What is the best balance between collective vs. individual goals? Can you align individual goals with agile thinking?
– Why is there a trend to eliminate employee appraisals? Are 360-feedbacks the new employee appraisals? Can we still promote people without appraisals and less/no hierarchical structure?
– How valid are traditional bonus models or are there better ways for remuneration and acknowledgement?
The document outlines the framework and objectives for building and implementing a business scorecard for Ekurhuleni Metropolitan Municipality's (EMM) performance management system. The scorecard system aims to align EMM's efforts with its mission, vision, and strategy. It describes the key components of EMM's performance management system including performance strategies, initiatives, measures, and implementation. The document provides details on strategy mapping and developing performance measures to help determine if the right things are being done and if things are being done right.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
Performance Management System & Performance AppraisalArun VI
The document discusses performance management systems and performance appraisal. It explains that performance management systems take a systematic approach to improving individual and team performance in an organization, and include strategic functions like resource planning and organizational development as well as transactional functions like recruitment and selection. Performance appraisal evaluates and measures an individual's performance and helps categorize high and low performers so that low performers can receive training and high performers can be rewarded. Performance management differs from performance appraisal in that it involves continuous monitoring, setting clear objectives, and regular feedback throughout the performance cycle. An effective performance management system comprises forecasting, planning, controls, and reporting to improve policies, programs, and outcomes.
The document discusses performance management. It defines performance management as specifying job aspects through analysis and measuring them via appraisal to provide feedback. It identifies purposes as strategic, administrative, and developmental. It discusses criteria for effective systems, approaches like comparative and attribute, and reducing rater errors through training. Managers should diagnose causes of poor performance and develop legally sound systems.
10 Ice Breaker Games - How to get to know your officeElodie A.
Joining a new group can be pretty intimidating. I remember when I joined the team at Officevibe, I was pretty nervous, and wanted to make sure I became friends with the team as quickly as possible.
Learn more on our blog:
https://www.officevibe.com/blog/ice-breaker-games
learn more about Officevibe:
https://www.officevibe.com/
The document discusses human resources (HR) management and payroll processes. It defines HR management as creating information to support routine HR work and management decision making. The payroll process maintains employee pay and tax records. HR management and payroll are often integrated, with payroll being part of the HR module. Technology trends include HR self-service systems and outsourcing some HR functions.
The document discusses a case study of National Office Supplies, where the new HR advisor is reviewing the company's performance appraisal methods. It finds that the current graph rating scale method leads to inflated ratings that don't accurately reflect performance. The advisor recommends switching to a 360 degree feedback approach to get more objective inputs from managers, peers and direct reports, in order to make performance appraisals and compensation decisions more valid and meaningful.
The Why and How of Effective Strategic Planning Scott Patchin
What is strategic planning? Do I need one? How do I do it? Here is what you need to know and some practical first steps to building and executing your plan.
Evaluation Of The Performance ManagementCheryl Brown
Here are the key points from the literature review on NPM and performance management:
- NPM (New Public Management) model focuses on delivering market-inspired results and efficiency/performance.
- NPM originated in developed countries like UK and US under Thatcher and Reagan and then spread globally.
- NPM promotes market-based reforms to public governance systems around the world. Countries felt pressure to adopt NPM reforms from exogenous factors.
- A main goal of NPM is to improve organizational performance through greater efficiency, output measurement, and emphasis on results. Key tools include performance management systems, explicit standards/measures, and increased autonomy/competition.
- Performance management is a core part of NPM
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
State of Performance Management System in India 2017Varun Tandon
Research conducted by Salto Dee Fe sharing the state of PMS in India in 2017. The extract of the report has also been published in HT on November 14, 2017.
Deliverables • 8 (max!) pages, double‐spaced, 12‐pt Times New .docxsimonithomas47935
Deliverables
• 8 (max!) pages, double‐spaced, 12‐pt Times New Roman, 1‐inch margins
Page count does not include mathematical work, graphs, etc.
Graphs, figures, tables may be attached to write‐up (as appendix) or
integrated in write‐up
I expect an error‐free, perfectly formatted submission!
FORMAT (Important: Answer all questions within this format (please no ‘question – answer’ structure)!
1.Brief Executive Summary
- Should contain all relevant recommendations
- NO LONGER THAN HALF
A page
2.Background:
Brief introduction of company and key issue (essence of the case)
Don’t paraphrase (max. half a page)
3.Analysis:
Quantitative (show analysis) and Qualitative (explain it)
Explain relevant variables, constraints and assumptions
Use tools: SWOT, Kraljic, Sensitivity analysis, etc.
Helps to derive alternative strategies
4.Derive Alternatives:
Identify different alternatives
Identify/discuss key decision variables
Compare alternatives and discuss trade‐offs
Criteria for accepting/rejecting solutions
5. Final Recommendation(s)
Present final strategy and expected contribution/benefit
Discuss recommended implementation (e.g., timeline, necessary investments)
Case Study Questions (1/4)
1. Develop a process that provides a logical order to the critical activities and decisions involved in the supplier evaluation and selection process. For example, the first step of this process may include recognizing (or anticipating) that a supplier selection need exists. Subsequent steps should follow from the actual or anticipated need. Present this process in the form of a flow chart with key decision points clearly identified.
Case Study Questions (2/4)
2. Discuss possible sources of supplier financial information. Which factors influence the ability of Systems Technologies to obtain supplier financial data? (Hint: Think of supplier characteristics, etc.)
Case Study Questions (3/4)
3. What is your recommended sourcing strategy for Systems Technologies? Perform various analyses (see below) to support your decision. Also, make sure to discuss the advantages and disadvantages of single and multiple sourcing.
-Assume you have used several of these sources to collect supplier financial data (data provided in the case). Perform a supplier financial analysis. Provide a brief interpretation of each financial ratio. (See supporting worksheet)
-Perform a total cost analysis. (See supporting worksheet)
-Perform a supplier capacity analysis. How important is supplier capacity in
-Develop a supplier evaluation and selection tool with relevant performance categories for the sourcing decision under consideration (See supporting worksheet).
this case? Why?
-Develop a sourcing risk management plan. For this task, (1) identify the potential risks associated with a sourcing decision, (2) assess the possible magnitude of each risk to operations, and (3) identify ways to manage or reduce risk exposure. (See supporting worksheet) .
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Here are 5 competencies for my position as an AI assistant and brief explanations:
1. Communication - Ability to understand users and respond to them clearly and helpfully. Includes listening, clarifying, and conveying information effectively.
2. Problem Solving - Ability to understand issues, gather relevant information, analyze problems, and generate effective solutions.
3. Learning - Ability to continuously learn from new information and experiences to enhance my knowledge and skills.
4. Collaboration - Ability to work cooperatively with users and other systems to achieve common goals.
5. Reliability - Ability to consistently perform tasks accurately and dependably according to my design specifications. Includes maintaining privacy, security, and transparency in all interactions.
Talent management involves identifying, developing, and retaining key employees with the necessary skills and abilities to achieve organizational goals. It includes integrating systems for recruiting, performance management, developing employee potential, and retaining skilled workers. An effective talent management model links an organization's values and expectations to its talent strategy and human resources systems. This ensures selection, development, and promotion criteria are aligned with the desired culture and business excellence. Competency models are also important for defining and assessing the knowledge, skills, and behaviors needed for successful job performance.
1. The document discusses defining and developing critical success competencies for leadership in the 21st century. It provides an overview of research showing leadership impacts organizational performance and discusses common leadership derailers.
2. It describes assessing leadership competencies across four domains and measuring current and future job performance across five categories. Best practices include using data to define leadership and track talent management program success.
3. Assessments can predict future job performance and be used for development, improvement, and comparison to help organizations define, develop, and measure critical leadership competencies.
Here are a few key things Trent should have considered when evaluating Ms. Smith's performance:
- Provide balanced feedback that addresses both strengths and weaknesses. Focusing only on weaknesses can demotivate employees.
- Set clear, measurable goals for improvement. Vague suggestions like "fit in better" are not actionable. Well-defined goals help guide improvement.
- Discuss expectations beforehand. Employees should know the criteria and standards they'll be evaluated on to successfully do their job.
- Have a collaborative discussion. Appraisals work best as a two-way conversation where the employee can provide context or an alternative perspective.
- Consider circumstances outside work. Personal issues could impact performance temporarily without reflecting ability. Flex
The document is a leadership assessment report for Katrina Ouellette. It measures her leadership competencies across 20 scales and identifies her leadership level, style, and strengths. The report finds that Katrina scores in the top 10% compared to others, suggesting she operates at a level 3 or 4 leadership level. Her strengths include managing change, planning and organizing, communication skills, and being people-oriented. The report provides insight into Katrina's leadership profile to help her develop her skills.
Running head TARGETED WORK CLASS1TARGETED WORK CLASS3T.docxjeanettehully
The organizational analysis summarizes Walmart Inc.'s nature, organizational structure, and business strategy. It discusses Walmart's history as a retailer founded in the US in 1962. It analyzes Walmart's products/services in retail and its position as the world's largest retailer. The analysis describes Walmart's organizational chart and levels of leadership. It explains Walmart's business strategy of low prices to make items accessible, as well as strategies of differentiation through customer experience, product access and innovation. The analysis concludes Walmart has achieved success through its holistic approach of empowering employees, innovating, satisfying customers, and environmental sustainability.
Difference Between Performance Management & Talent ManagmenttSheheryar Alvi
Performance management is the systematic process of planning, monitoring, and developing employee work to achieve organizational goals. Talent management is a set of integrated HR processes to attract, develop, motivate, and retain productive employees to create a high-performance organization. Key differences include performance management focuses on ongoing feedback while performance appraisal assesses employees annually, and talent management ensures the right employees are ready to achieve strategic goals both currently and in the future. Effective talent management requires assessing employees, developing a talent strategy and system, and monitoring processes to retain key talent.
This document discusses the importance of aligning employee management practices with company strategy to maximize productivity and profitability. It emphasizes developing formal processes and professional standards, clearly communicating company goals to employees, ensuring job descriptions match strategic needs, and evaluating employee performance in relation to their strengths and company objectives. Well-aligned practices like these can increase workforce alignment and enhance business success.
· From The executive guide to high-impact talent management Power.docxoswald1horne84988
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
· From The executive guide to high-impact talent management Power.docxLynellBull52
· From The executive guide to high-impact talent management: Powerful tools for leveraging a changing workforce, read the following chapters:
· Prioritizing talent management risks
· Innovative solutions: Accelerating knowledge transfer and leadership development
· Creating measures that matter in talent management
Unit 5: Module 5 (Sep 26 - Oct 02)
Module 5 Overview
This module explains the roles HR can play in organizational talent management in terms of policies and procedures. It will also explain how HR policies and procedures can add value to a strategic HR plan.
The development of talent management policies and procedures is influenced by organizational strategic, operational, and tactical goals as well as legal directives, management oversight, and organizational customs. It is up to HR professionals to make sure talent management is considered in both policies and procedures and such policies and procedures include purposeful activity.
In the first assignment of this module, you will discuss the challenges and opportunities for the implementation and maintenance of an effective employee training program. In the second assignment, which will also be the second Required Assignment of this course, you will explain how you develop a career development plan for an individual as well as an organization.
Using the navigation on the left, please proceed to the next page.
· Incorporate strategic human resource management principles in the development of programs that meet organizational needs and enable the organization to maintain a competitive advantage.
· Recommend talent management strategies that support the HR strategic plan and the competitive strategy of the organization.
Unit 5: Module 5 - Recruitment Mix
Recruitment Mix
Recruitment
There is a variety of recruitment activities, but the essential element of the recruitment mix is hiring the right people for the job. Recruiting people should be a mindful and strategic task for HR professionals.
There are four parts to recruiting:
· Research: Market trends and best practices; competitive salary and benefit packages; labor availability and qualifications.
· Criteria: Specific job requirements based on organizational needs analysis, i.e., the skills and talent required to meet organizational goals.
· Vetting: Qualifications and/or criteria that candidates must meet free of discriminatory qualifiers.
· Hiring/On-boarding: Orientation to organizational and HR policies and procedures, enrolling in benefit plans, initial training, etc.
HR managers must exercise due diligence over all parts of the recruitment process ensuring compliance with federal, state, and local laws, alignment with organizational goals, and adherence to best practices in order to be effective. Another reminder is that SHRM and ASTD provide best practices and benchmarks for talent management in reference to recruiting.
Developing a Value-Added Process
The second element in the recruitment mix is develo.
This document summarizes a workshop on transformational leadership and managing change. It discusses the stages of change that people experience, roles in team meetings, drivers and barriers to change, and performing a SWOT analysis to identify opportunities and threats. Key models and frameworks are explained, including Kotter's 8 stages of change, the orders of change, and the balanced scorecard for monitoring performance across financial, customer, internal process, and learning perspectives. Finally, it provides templates for developing an action plan to manage the transition, including a training needs analysis. The overall workshop aims to help leaders manage change and transitions in a proactive and engaging way.
1) The document discusses a new performance management paradigm that focuses on diagnosis and prediction in order to increase the probability of a positive outcome, as opposed to traditional performance measurement that focuses only on goals and targets.
2) It proposes evaluating performance based on dimensions like motivation, quality of work, timeliness, and initiative, rather than specific metrics, in order to better adapt to changing business conditions.
3) The new paradigm aims to identify potential causes of failure ahead of time by correlating behaviors with the ability to achieve certain outcomes in given roles, since behavioral change can be difficult and relying on weaknesses is less effective than strengths.
The document discusses performance appraisal in the IT industry. It examines popular appraisal methodologies like 360 degree feedback and bell curve systems. Over the past 5 years, average IT salaries have increased 10% annually. Future salary growth over the next 3 years is expected to be 6-9% overall, with higher compensation for skills in emerging technologies. There is a linkage between appraisal systems and attrition rates, as unfair appraisals can increase dissatisfaction and attrition. The document recommends considering potential in addition to performance, focusing on team performance, and providing regular coaching and feedback to improve engagement.
Similar to TemboStatus - performance management (20)
#TorontoHR Meetup: How to speak CEO | TemboStatusTemboStatus
There is a major gap between what your CEO cares about and the function of human resources within the organization.
At this #TorontoHR meetup we offered a tactical, practical guide to aligning organizational vision with an enterprise talent management strategy. We demonstrated how a combination of business acumen and a solution-centric outlook are critical to driving impact on the big things that keep your CEO up at night: Customers, Productivity, Succession and Profit.
Our speaker, MaryAnn Dunlop, deconstructed the talent management framework to create a strategy that aligns with business objectives.
People Culture at Freshii - Ashley Dalziel - #TorontoHRTemboStatus
Ashley Dalziel, VP of People Culture at Freshii shared a framework for managing remote employees and keeping a central vision of what workplace culture means for employees and customers.
Mentoring High Potentials and Managers - Daneal Charney - #TorontoHRTemboStatus
Daneal Charney of MaRS shares a framework for mentoring your high potentials and managers. A key part of this is peer to peer mentorship programs where everyone teaches and learns from each other.
#TorontoHR - A framework for employee feedback on a small budget - Cheryl Ker...TemboStatus
Whether you have low budget or no budget, you can achieve a baseline for employee engagement to know what makes your employees tick. How? Through engagement surveys, pulse surveys, and SHARING this data with your employees.
#TorontoHR - How to achieve continuous feedback that drives results - Priya B...TemboStatus
Through recognition programs, performance reviews, information conversations, and story telling, you can achieve continuous improvement in your organization.
#TorontoHR - Continuous improvement through continuous feedback - Greg Pantel...TemboStatus
Continuous improvement requires continuous feedback from employees. How do you get continuous feedback? 1) leadership buy-in, 2) Get training/work with a coach, 3) Integrate into existing business processes. Learn more here!
At Sept 21 #TorontoHR Meetup, Keltie Neville from shomi Canada shared tips on how to succeed when being the lone wolf in HR. View the key aspects of shomi's culture that are deeply ingrained in their recruiting and retention strategies.
#TorontoHR Meetup | Lisa Chang, UberflipTemboStatus
At the Sept 21 #TorontoHR Meetup, Lisa Chang from Uberflip shared her insight from many years of experience on the topic of retention and recruitment. She also shared her learnings from Uberflip's growing pains as it expanded from a flat organization to one with middle management levels.
#TorontoHR Meetup | Sarah Fulton, FirmexTemboStatus
To effectively communicate with a CEO, establish a relationship by being present and involved, understand the key metrics and goals that the CEO focuses on to determine success, and strategically choose which issues truly require the CEO's direct involvement and input.
BolsterLife, Celine Williams - #TorontoHR MeetupTemboStatus
At the August 24th #TorontoHR Meetup on how to build a strong work culture, Celine Williams of BolsterLife discussed how to challenge traditional models of leadership with emotional intelligence and design thinking to drive innovation and bottom line results.
At the August 24th #TorontoHR Meetup, Pam Ross talked about how culture is really about actions - not intentions - whether you're talking about the workplace of the future or the present.
#TorontoHR Meetup: Culture is more than fun at work | TemboStatusTemboStatus
We all talk about great work culture. A key element to this is an inclusive, fun, and flexible work environment. But it’s more than ping pong tables and beer fridges. You work hard to create a meaningful, human work environment because it drives performance and attracts talent for the business.
At the August 24th #TorontoHR meetup, we reviewed the keys to building an irresistible work culture and reinforcing the standards of behaviour that are good for your business.
Learn more here: http://events.tembostatus.com/august
Penny Farinha, Director of Human Resources for ecobee shared insight on how to create work environments that are irresistible for new hires and long tenured employees alike because they’re about community and doing meaningful work.
Keeping up with top talent | WorkopolisTemboStatus
The amazing Marsha Forde, Director of Human Resources at Workopolis shared perspectives on what Canada's largest platform for job seekers does to ensure their own people don't seek greener pastures. It all centres on culture and employee involvement.
Onboarding is a critical component of recruiting | QuartermasterTemboStatus
Ray Kanani, Co-Founder of Quartermaster, says that since a frightening amount of new hires voluntarily leave within the first 6 months, onboarding is a critical (that’s with a capital C!) component of delivering on the promise you made when recruiting them.
4 employee engagement survey pitfalls to avoid this year | TemboStatusTemboStatus
HR departments have long looked to employee surveys for guidance on engagement decisions. Here are four mistakes that companies can make when rolling out their employee engagement survey.
1. Vague Questions
2. Insignificant Topics
3. Lack of Participation
4. Dishonest answers
Did you know that most of your employees would take a new job if it was offered to them tomorrow?
We all say that employees are our most valuable resource and know that their engagement matters, but very few of us have a handle on what makes employees tick.
The appetite for “big” and real-time data is growing for organizations hungry for a competitive edge and the ability to anticipate long-term and short-term needs.
You need the same advantage for your survey results and employee engagement initiatives.
In this virtual session, David Bator of TemboStatus will walk you through the reasons to do a survey, the questions to avoid and critical next steps to take after your results are in.
3 reasons to do an employee engagement surveyTemboStatus
Employee engagement surveys are an important and powerful tool. Surveys allow you to ensure your team is aligned to the organization's goals, and track progress against those goals.
Here are 3 top reasons to do an employee survey:
-Get a PULSE of what's happening within your organization
-Collect DATA to support new initiatives
-COMMUNICATE to employees that their feedback is important and valued.
To learn more about TemboStatus go to www.TemboStatus.com
To see a demo of TemboStatus employee engagement survey and have a conversation about how it can work for your organization, go to www.TemboStatus.com/demorequest
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
5. S.M.A.R.T. objective model
6 Ways to effectively set goals:
1.What are the key drivers?
2.Who owns them?
3.How do they cascade?
4.Is there a common line of sight for all employees?
5.What are the resources required? Along with the competencies of
employees.
6.Do they conflict with other directives? Will they impact performance?
How will this be addressed?
6. What is your current
organizational structure?
Are there changes you
want to recommend to
add, delete or modify
position(s)? Why?
What would be the
business impact using a
scale of 1-5 (scale 5 is
high Impact; 1 is low) if
the changes was made?
Competencies Checklist
7. What position(s) are critical to the
business success in the coming year?
Do you have the right people in the right
positions?
Are any positions held by individuals who
could be a retention risk or performance
concern?
Suggest actions needed to address issue?
Any associated costs?
What positions are hard to fill?
Identify any retention or performance
concerns.
Suggest actions needed to address issue?
Any associated costs?
Competencies Checklist
8. Who are the top performers (up
to 20%) and their overall annual
performance review scores for a
three year period if available?
How are you keeping them
engaged?
Who are the poor performers (up
to 10%) and their overall annual
performance review score for a
three year period if available.
What action are you taking to
address the substandard
performance?
How will you fill positions if
individuals need to leave the
company?
Competencies Checklist
10. “I didn’t believe in team
motivation. I believe in
getting a team prepare
so it knows it will have
the necessary confidenc
and skill when it steps o
the field and be prepar
to play a good game.”
– Tom Landry ,
NFL Coach
Clearly Set Direction - Vision, Mission, Values, Strategy and Objectives. Know what you want to achieve in any given time period to grow your business.
Identify Competencies Needed to be Successful in achieving the vision and objectives. Build consistency in performance. Know what it will take to be successful and how it is measured. It will also allow you to understand your recruitment, learning and development needs.
Develop performance coaching focus to achieve vision and objectives. What competencies does the team and/or individual need to start, stop or modify. Know their strengths and acknowledge them. Understand the competencies you want to focus on to achieve vision and goals; improve or develop the team or individual. Understand your employee better than anyone else. Understand how to coach them to success.
Create a Performance Coaching Plan. By taking the time to understand the gaps in team and individual capabilities and competencies you can develop a plan to get great results by TEACHING, SHOWING, TRYING AND CHECKING getting the most from each member of your team. Long term learning and development goals should also be set to support business growth; as well as, individual career aspirations and development.
One on One Coaching needs to be integrated into your everyday activities. A more formal focus on the Coaching Plan should be at a minimum once a month to determine what changes need to be made to achieve objectives for the year. Recognize accomplishments. Understanding what you want to achieve, the key performance indicators (the metrics) of your business and the relationship to competencies and the associated behaviors is important in achieving the vision and objectives.
Communicate with your team what you want to achieve.
Direct the team and give them a common line of sight so they understand how they individually contribute to the success of the business and where priorities are and how resources should be focused.
Understand what you need to start, stop and modify as behaviors to achieve results. Collaborate with your team and be inclusive. Everyone needs to understand what to do.
Be a coach. To get the best performance from your business spend time with your team members. Show, Teach, Try and Check. This simple model will help you focus.
Communication Is the Key - Bottom line, clear communication is the most important key to a business leader’s success. So to grow as a leader and manager, you must learn how to be an effective, compelling communicator who can engage and inspire results. And if you want your company to succeed, you and your team have to master the art of clear communication together, as well.
Good Leaders, Good Coaches, Good CommunicatorsThere’s no mystery here. Regardless of whether you’re talking about business strategies, project deliverables or personal best performance goals, the best leaders are first-rate communicators. Their messages are clear and solid, and what they say promotes those messages. Their teams admire them and follow their lead. Likewise, if you want your company to reach new benchmarks of achievement and success, you must master the art of clear communication. So this is a thread through this model at every step.
I am going to go back to the session I did a year ago – CEO Speak for a moment and review the six way to effectively set goals. Often CEOs worry about the performance of the team and that resources are not aligned against goals including PEOPLE and that they working on things not aligned to the objectives. In order for this model as managers and HR Professionals we should be concerned too. Having alignment of goals from the individual through to the corporate vision and strategy is critical in achieving annual and long term business objectives; understanding and engagement of the employee in this a key component.
Recently I have been doing polls to ensure understanding and engagement of the annual strategy as part of my annual employee survey process. Typically I do this in the first quarter. Having this insight allows you to understand who is aligned, and where you need to recalibrate employee understanding and engagement. Polls also allow you to go in and out through year as needed to continually check on understanding and engagement of direction and priorities.
POLL FOR DEFINITION OF S.M.A.R.T. Specific, Measurable, Achievable, Realistic and Time-bound
As part of the preparation for the executive before meeting with the CEO and CFO to review their business objectives and plans (including people resource requirements) and budget for the coming fiscal year, they should be prepared to address these questions. This step would typically happen in Q3/Q4.
If this has not happened always a good idea for HR to ensure managers are thinking about this and aligning resources to objectives informally in Q1 as the year begins.
As part of the preparation for the executive before meeting with the CEO and CFO to review their business objectives and plans (including people resource requirements) and budget for the coming fiscal year, they should be prepared to address these questions. This step would typically happen in Q3/Q4.
If this has not happened always a good idea for HR to ensure managers are thinking about this and aligning resources to objectives informally in Q1 as the year begins.
As part of the preparation for the executive before meeting with the CEO and CFO to review their business objectives and plans (including people resource requirements) and budget for the coming fiscal year, they should be prepared to address these questions. This step would typically happen in Q3/Q4.
If this has not happened always a good idea for HR to ensure managers are thinking about this and aligning resources to objectives informally in Q1 as the year begins.
Most of the capabilities involved in growing and managing a business revolve around the employee. Having the right team in place working towards a common set of business objectives is critical to your business success. Yet all too often we don’t take the time to understand the competencies need to be successful in achieving our business results or develop a plan to support gaps. It's imperative to have the right people; in the right positions; at the right time. Whether you are growing incrementally or planning for breakthrough growth that will transform your business. Employees at Large are at core of your success so be plan to continually manage performance.
At the direction of the CEO, the Executive team determine capabilities (skill, experience, knowledge, behaviors) needed to achieve business objectives within their organization. They identify what capabilities need to be added, deleted and/or positions to be modified to ensure they have the capability within their business unit to achieve objectives. The capabilities form the job description which should be drafted if one does not currently exist for the position to help create focus. The preparation questions will help focus the team.
With the organizational chart and the job description the Leadership Team can then evaluate the existing infrastructure, including current roles and responsibilities, and compare them to an ideal organization structure needed to achieve the business objectives and growth.
At this point, gaps and overlaps are identified and either re-assignment of responsibilities between existing team members and/or business units can be suggested and/or the need for new positions can be discussed in relationship to the investment and anticipated ROI to the business; along with learning and development strategies and coaching requirements.
POLLING: I THINK WE COULD POLL TO GET PEOPLE FOCUSED ON ONE LINE IN THIS BIO BACKGROUND - He practiced consistency by encouraging his team to always perform the fundamentals of football flawlessly. We could poll to three behaviours he may have exhibited that support continuous performance management
Tom Landry is one of the most recognized coaches in the NFL of all time.
In 1960 the Dallas Cowboys were a new team to the NFL and Tom Landry was their first coach. Coach Landry uniquely identified athletes that could be a differentiator for his team. Bob Hayes was a good example. Bob Hayes won the gold medal and broke the World Record at the 1964 Summer Olympics in the 100 meter dash. Landry developed Hayes into one of the best wide receivers of his day, and because he was so fast, opposing teams needed to create what is now the zone defense. Landry also was patient in waiting to draft Roger Staubach, knowing that he first must satisfy his four-year commitment to the Navy before playing quarterback for the Cowboys.
Tom Landry was an innovator. He created the 4-3 defense that is still used today by most NFL teams. He was the head coach of America’s Team, and he was such a great role model for the country. His professionalism on and off the field was beyond reproach. Landry’s 20 consecutive winning seasons is untouchable, he has the third most wins of all time, and his 20 playoff wins are the most by any coach in history.
Tom Landry has shown me how I can support the success of my entire team through my own leadership. Landry was not interested in the success of the team. He practiced consistency by encouraging his team to always perform the fundamentals of football flawlessly.
His most impressive professional accomplishment is his 20 consecutive winning seasons (1966–1985),
an NFL record that remains unbroken
and unchallenged.
Planning for Improvement and Growth: A good coach understands the competencies they want to focus on to achieve goals; improve or develop the team or individual. Coaches know their team members better than anyone else and how to coach them to success.
By taking the time to understand the gaps in competencies you can develop a plan to get great results by TEACHING, SHOWING, TRYING AND CHECKING getting the most from each member of your team. Lon term learning and developments goals should also be set to support business growth; as well as, individual career aspirations and development.
Coaches work with the employees to provide direction, feedback and guidance on how to improve performance to get the desired results. To be successful, coaching needs to be seen as a collaborative process with both the employee and the coach working towards a common goal: development and performance improvement (or performance achievement in any given period of time). Good coaches will encourage the employee to identify solutions to problems and situations – and identify what changes could be made to their performance.
Setting milestones and targets are key as part of this collaborative process. Coaching provides employees with an opportunity to develop and perform to the best of their abilities with confidence.
Having regular one on one coaching meetings to determine what changes need to be made to achieve objectives and recognize achievements is critical in developing an employees performance and continued engagement.
Understand what you want to achieve, the key performance indicators (the metrics) of your business and the relationship to compentencies and the associated behaviours is important in achieving your objectives – short and long term.
FINALLY - Celebrate and Engage - Continually motivating forward, reflecting back and recalibrating performance is critical in achieving business objectives. I had the opportunity to work with a CEO who was great at this. Every quarter we did a company wide townhall. He would reflect back on the quarter completed (by about a 1/3) and share key learnings we needed to consider in the next quarter, he would recognize employees both informally and formally. He would use shoutouts and our quarterly recognition program to share and set performance expectations with employees at large; he would inspire through storytelling and engage us to be our personal best while meeting and exceeding the objectives for the coming quarter. About (2/3) of his time was on the next quarter. From time to time, he would meet with business units in order to focus on their specific problems or situations as needed; to help them find the actions needed to get the results needed in the upcoming quarter; and to be their personal best. Looking back at the model he found ways to bring these pieces together through effective communications and celebration throughout the year. That company had a highly engaged employee team and is a great Canadian founded business success story because of the performance of a his team. So this stuff works.
Milestone Achievements
Recognize Employees
Learn from the last quarter
Inspire and Engage