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Unit 1—Strategically Managing Performance
The document outlines various units related to performance management, personal influence, organizational structuring, and fostering positive culture change. It emphasizes the importance of values, vision, and employee roles in organizations, proposing a shift from traditional job descriptions to a focus on employee performance and development. Additionally, it highlights key attributes valued in employees and suggests regular developmental conversations to enhance performance management.
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Unit 1—Strategically Managing Performance
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- 2. Unit 1—Strategically Managing Performance Unit2—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 ManagingPerformance Unit 1—Strategically Managing Performance
- 4. Performance management framework What’s wrong with thejob descriptions Performance & developmental conversations
- 6. A vision islike a coat hanger …
- 7. inspire give directionsetpriorities remind us who the customer is
- 8. Vision Where does theorganization 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 EmploymentRelationship 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 playin organisations are more important than the jobs they do...
- 11. The Work PeopleDo 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 ValuedJob 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 ofthe job description The negative impact of the job description on the lifecycle of the employee
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- 17. Performance management framework What’s wrong with thejob descriptions Performance & developmental conversations
- 18. Your homework Commit toa schedule of regular developmental conversations with your direct reports
- 19. Unit 1—Strategically Managing Performance Unit2—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
- 20. Performance framework Values framework Performance & jobs Shifting froma job-focus to a performance- focus