Achieving business efficiency through people
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This was a short presentation given to local employers on how to achieve efficiency through people.
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Achieving business efficiency through people
- 1. TALBOT & Associates Ltd Business Efficiency Through People
- 2. TALBOT & Associates Ltd Aim of the session People are the greatest asset and often the greatest cost, this session will show you how to maximise the ROI you have made
- 3. TALBOT & Associates Ltd Strategy Cascade Business Functional Team / Operational
- 4. TALBOT & Associates Ltd Definitions of business performance measurement • Critical Success Area • Critical Success Factor • Key Performance Indicator
- 5. TALBOT & Associates Ltd Examples of Critical Success Areas • People - availability, skills and attitude • Resources- People, equipment, etc • Innovation - ideas and development • Marketing- supplier, customer satisfaction • Operations - continuous improvement, quality, • Finance - cash flow, available investment etc
- 6. TALBOT & Associates Ltd Practical implications Emergent Strategies Planned Strategies
- 7. TALBOT & Associates Ltd Business needs Current Future
- 8. TALBOT & Associates Ltd The RightThe Right PeoplePeople PerformingPerforming at the right levelat the right level BehavingBehaving in the right Wayin the right Way The Management Concept
- 9. TALBOT & Associates Ltd Why people do things • What a person is trying to do • How hard a person is trying • How long a person keeps trying
- 10. TALBOT & Associates Ltd Three well known theories of Motivation • McGregor’s X and Y • Maslow’s Hierarchy • Hertzberg’s Hygiene Factors
- 11. TALBOT & Associates Ltd Four important theories to know • McClelland’s Needs • Vroom’s Expectancy Goal • Reactance • Adam’s Equity
- 12. TALBOT & Associates Ltd Feel Act Think Engagement Employee Engagement Measurement Dimensions What employees think about what is required of them and what has been put in place for them How employees feel about work and those they work with Employees attachment to the organisation and willingness to invest effort
- 13. TALBOT & Associates Ltd Managing Performance Performance Expectations Performance and Development Plan Reviewing and appraising performance Action – work and development support
- 14. TALBOT & Associates Ltd Performance Expectation • The Standards • The Behaviours • Clear Objectives • Its about development • Evidence
- 15. TALBOT & Associates Ltd When things go wrong • Reactive recruitment • Power conflict • Tactical training • Peter Principle • Bring in the clones
- 16. TALBOT & Associates Ltd Characteristics of High Performance Organisations • Work Clarity • Capability Assessment • Strategic Resource Alignment • Goals for Success • Staff Engagement • Multiple Source Feedback • Managing Work • Learning Organisation
- 17. TALBOT & Associates Ltd Interference in managing poor performance? • Historic tolerance of poor performance • Fear of the reaction • Lack of evidence • Team morale may suffer • Denial • Lack of SMART goals making performance difficult to measure • Lack of confidence and confusion around how to manage the situation • Fear • Time
- 18. TALBOT & Associates Ltd When a Problem with Performance is Identified • Act promptly • Consistency • Discuss performance • Document all conversations • Establish any reasons that might affect performance, both internal and external • Make the performance, not the individual the issue • Address objectives or behaviours, or both
- 19. TALBOT & Associates Ltd Understanding the likely response • Denial • Excuses • Justification • Acceptance • Change
- 20. TALBOT & Associates Ltd The RightThe Right PeoplePeople PerformingPerforming at the right levelat the right level BehavingBehaving in the right Wayin the right Way The Management Concept
- 21. TALBOT & Associates Ltd Motivation: • The willingness of an individual to give you discretionary effort
- 22. TALBOT & Associates Ltd Aim of the session People are the greatest asset and often the greatest ongoing cost, this session will show you how to maximise the ROI you have made
- 23. TALBOT & Associates Ltd Tom Talbot MBA, MA (HRM) Chartered FCIPD, FCMI, FIC Talbot & Associates Ltd www.talbotassociates.co.uk
Editor's Notes
- You can have the best business proposal in the world and the best systems and processes but add people into the equation and the whole thing can go better than your wildest dreams or can go horribly wrong So how do you make sure the people side of your business is managed well First and foremost – get the right people – what do you need to help your business? Then make sure that they are doing the right things for you and your business Then manage them so that they are working to the right standards and working in a way that is helpful to you, your customers and the rest of the team
- Direction Effort and Persistence
- You can have the best business proposal in the world and the best systems and processes but add people into the equation and the whole thing can go better than your wildest dreams or can go horribly wrong So how do you make sure the people side of your business is managed well First and foremost – get the right people – what do you need to help your business? Then make sure that they are doing the right things for you and your business Then manage them so that they are working to the right standards and working in a way that is helpful to you, your customers and the rest of the team