1. Improving Employee Performance

2. Why Look at This in Depth? Competitive Edge Cost Effectiveness

3. Focus on Knowledge Need for Service

4. Increasing Diversity Forecast Skill Shortage

5. Two Main HR Systems Training & Development Performance Management

7. Performance Management Defined A technology for creating a workplace that brings out the best in people while generating the highest value for the organization A technology of behavior change based on the science of behavior analysis

8. Applied Behavior Analysis Answers These Questions Why we act as we do How we acquire habits How we lose habits

9. What Performance Management is Not Performance appraisal Organizational hierarchy Rigid narrow system that limits initiative & creativity Common sense “Atta boy”, warm-fuzzy, pat-on-on- the-back, or One-Minute Manager

10. What Performance Management is Driver of business results System for maximizing all kinds of performance Creates enjoyable place to work Useful in enhancing relationships at work, at home, in the community An open system nothing illegal, immoral, or unethical No formal psychological training needed

11. Employee Performance

12. Factors that Influence Performance

13. Performance Problems

14. Required Performance Actual Performance Gap -= Job study Task analysis Talk to manager Outputs Job description Time studies Performance records Sales Errors Accidents Survey Interview Observation How can this formula help you in dealing with performance problems?

15. Types of Job Performance Records Outputs Costs Time Quality

16. Types of Job Performance Records - 1 Outputs output/hour items sold units produced inventory turnover shipments tasks completed work backlog money collected forms processed cases handled productivity Costs sales expense unit costs costs/account cost savings budget variances program costs employee turnover grievances safety violations

17. Types of Job Performance Records - 2 Time overtime processing time lost days repair time completion time training time work stoppages order response late completions equipment downtime supervisory time schedules met break-in for new people absenteeism excessive breaks time saved Quality error rates re-work inventory adjustments rejects scrap product defects shortages accidents objectives not met waste deviation from standard product failures customer complaints employee complaints job satisfaction

18. Identify Cause(s) of the Problem Most employees would do it if they knew it. Poor job performance always has a cause. In the overwhelming majority of situations, when you discover a gap between required performance and actual performance, it will be one or more of these seven factors of job performance:

19. Causes of Performance Problems Knowledge & skill Capacity Standards Measurement Feedback Conditions Incentives & motivation

20. Solutions for Performance Problems Knowledge & skill provide classroom, self- paced instruction provide practice, job aids, coaching Capacity change personnel Standards develop/publicize Measurement develop/revise Feedback provide, improve use Conditions reorganize, upgrade, redesign, reduce interference Incentives provide/strengthen positive consequences remove/weaken negative consequences for good performance positive consequences for poor performance

21. Solutions for Performance Problems Feedback provide, improve use Conditions reorganize, upgrade, redesign, reduce interference Incentives provide/strengthen positive consequences remove/weaken negative consequences for good performance positive consequences for poor performance Knowledge & skill provide classroom, self- paced instruction provide practice, job aids, coaching Capacity change personnel Standards develop/publicize Measurement develop/revise