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Loss Prevention, Auditing & Safety Conference 2009 Title Sponsor:
How to Improve Performance: Understanding the Levers Walter E. Palmer CEO/President PCG Solutions, Inc.
Goals for Today Understand why many performance interventions have no chance of improving performance Learn the various “levers” of performance and when they can be used effectively
Skills & Knowledge Strategic, Tactical, and Operation Directions Expectations & Feedback Tools, Environment, & Processes Rewards, Recognition, & Incentives Performance Capacity Motivation & Self-Concept Watkins, 2007; Watkins & Wedman, 2003; Wedman & Graham, 1998 Performance Levers
How Do We Improve Performance? Performance Objective: Juggle three objects Measure of Success: Juggle the objects for one full minute without dropping any of them
Strategic, Tactical, & Operations Directions Clearly communicated strategy Needs Assessment Job Descriptions Task clarification
Expectations & Feedback Clearly identified performance objectives Balanced scorecards, metrics, dashboards Managerial feedback Performance appraisal systems
Tools, Environment, & Process Physical conditions Hardware, resources Computer systems Workplace design Ergonomics Company culture
Rewards, Recognition, & Incentives Awards programs Monetary incentives Performance reviews Status, publicity Disincentives
Motivation & Self-Concept Attitudes Personality Self-image Work/Life Balance Outside priorities
Performance Capacity Physical ability Mental ability Time and workload constraints
Skills & Knowledge Training programs Job aids E-learning Mentoring JIT training Knowledge management
Questions? Comments? Walter E. Palmer (888)
Chapter 3 Needs Assessment. Chapter 3 Introduction Needs Assessment: The process of determining learning needs and opportunities and whether training.
Burnley Borough Council Lancashire England Gina Cole Organisational Development Specialist.
Introduction Manage Systems and Performance Appraisals. Determine how Effective are Performance Appraisals. Identify Problems with Various Performance.
Mission Possible: Applying Systematic Approach to Analysis Eileen Maeso, CPT CDR Jennifer Sinclair April 11, 2016.
Industrial and Organizational Psychology Introduction to the World of Work.
Formative assessment of the Engineering Design process Review questions in handout Write brief, informal answers to each question.
THE TRAINING STRATEGY MODEL BUSINESS GOALS Establish the priorities BUSINESS PROCESSES Tasks or business model for achieving the goals JOB ROLES Identify.
Beyond the bonus: Driving employee performance. Methodology »Aims: » Employee perceptions (jobs, training, performance & reward) » Manager v Employee.
1 Human Resources in the Baldrige Award Criteria Examines how an organization’s work systems and employee learning and motivation enables employees to.
© The McGraw-Hill Companies, Inc., Technical Note 4 Job Design and Work Measurement.
Healthy Schools and Well-being of the workforce Fran Stanfield Healthy Schools Co-ordinator Well-being of the workforce.
An Experiential Approach to Organization Development 8 th edition Copyright ©2011 Pearson Education, Inc. Publishing as Prentice Hall Chapter 3 Slide 1.
2. 15 Staff development and training Staff development and training What is ‘training and development’? Training relates to job specific skills.
Change is a Process Organizational Stages Individual Stages (ADKAR) Business Need Concept and Design Implementation Post-Implementation Awareness Desire.
HUMAN RESOURCES PLANNING What is HR ? Any practice that deals with enhancing competencies, commitment and culture building can be considered as a HR.
Fire and Emergency Services Company Officer — Lesson 3 Fire and Emergency Services Company Officer, 4 th Edition Chapter 3 — Supervision.
Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e 9 Strategic Control and.
Prentice Hall, Inc. © A Human Resource Management Approach STRATEGIC COMPENSATION Prepared by David Oakes Chapter 6 Person-Focused Pay.
Chapter 4 TRAINING & DEVELOPMENT. Introduction Need for organizations to build and sustain competencies that would provide them with competitive advantage.
Organisation and Management in the Networked Era … a DMR Consulting perspective 30th October 2001.
An Experiential Approach to Organization Development 7 th edition Chapter 3 Slide 1 Chapter 3 Changing the Culture.
Human Resource Management: Gaining a Competitive Advantage Chapter 07 Training Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Job Coaching in Practice. Learning Objectives At the completion of this session participants will be able to: Define the steps, activities and supports.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter Needs Assessment.
6-1 McGraw-Hill/Irwin Human Relations, 3/e © 2007 The McGraw-Hill Companies, Inc. All rights reserved.
Succession Planning and Management Dr. Rita Martinez-Purson Dean of Continuing Education University of New Mexico.
JOB ANALYSIS AND DESIGN Chapter 2 1. JOB ANALYSIS AND DESIGN IMPORTANCE: 1.Job design can impact employee performance 2.Affect job satisfaction 3.Help.
Effective Performance Based Reward Practices GETTING WHAT YOU PAY FOR.
© 1984, Revised 2011 PDP, Inc. Colorado Springs, Colorado USA Launching Professional DynaMetric Programs.
1 Human Performance Improvement Process INTRODUCTION Connie Johnson.
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.
PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice.
© Finnish Institute of Occupational Health – Europe’s working force and working life of tomorrow will be characterised by reduced early labour.
WEB CONFERENCE TO SUPPORT BOARD LEADERSHIP DEVELOPMENT STRATEGY Please standby, the web conference will begin shortly! We invite you to use the chat feature.
A Presentation on T&D. What is Training? Training involves an organized attempt to assist learning through Training involves an organized attempt to assist.
Business Leadership: Management Fundamentals BOH 4M.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Training and Developing Employees.
Are We Creating a Performance System or Hodgepodge of Interventions? Training Session Created by Ryan Watkins and John Wedman Published in the 2011 Pfieffer.
Strategic Control and Corporate Governance Chapter Nine McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Assessment GroupDepth of analysis and clarity of issues (4) Contextuality Practicability, Novelty of recommendtns (4) Quality of Presentation (Consistancy.
11 Chapter 11 Retail Organization and Human Resource Management.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 8 Motivating a Sales Force I believe I can fly, I believe I can touch.
Defining Organisation Behaviour Stephen P. Robbins & V.G. Kondalkar Meenakshi Upadhyay, Academician,UDCJ.
Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 13-1 Chapter 13 Strategic Leadership by Executives.
Chapter 3 Needs Assessment Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Herman Aguinis, University of Colorado at Denver Prentice Hall, Inc. © 2006 Performance Management and Strategic Planning: Overview Definition and Purposes.
Recruitment & HR. You’ll discover: Tips on hiring the right people Why & how to facilitate Performance Reviews How to Motivate Your Team Importance.
OS 352 4/22/08 I. Reminders. Read Hammonds and Combs et al. articles for Thurs. There will be a check of articles so please bring them to class. II.Exam.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 8 Motivating a Sales Force I believe I can fly, I believe.
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