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Model Performance Improvement. Sue Breland, CPM, MSIS Breland Facilitation. What is the Value of Performance Management?. Company success Fulfilling the mission Continual company performance improvement Competitive edge Individual Productivity Fulfilling potential

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Model Performance Improvement


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    1. Model Performance Improvement Sue Breland, CPM, MSIS Breland Facilitation

    2. What is the Value of Performance Management? • Company success • Fulfilling the mission • Continual company performance improvement • Competitive edge • Individual Productivity • Fulfilling potential • Personal satisfaction / reward • Morale • Individual morale • Team morale / productivity Breland Facilitation

    3. Barriers to Managed Performance? • Unclear expectations • Fear of conflict • Perceived as a low priority • Belief that “people know their job and how to do it” – until they don’t • Perception of performance management as punitive • We don’t know how Breland Facilitation

    4. Performance Improvement ProcessCompetency Modeling What does successful performance look like? • Aligned to company mission & core values • Knowledge (what must be known) • Skill (what should they do) • Experience (what must be demonstrated) • External Benchmarks (what are best practices) • What is the ideal? Competency Modeling (setting the required standard for knowledge, skill and ability) Breland Facilitation

    5. Competency Model Breland Facilitation

    6. Performance Improvement ProcessGap Analysis How is the person performing to the ideal? • Assess current performance • Competency measures • Goals and objectives • Management review • Self Assessment • Peer review (360 degree) Breland Facilitation

    7. The Johari Window Known to self Not known to self Created by Joseph Luft and Harry Ingham in 1955 to help people better understand their interpersonal communication and relationships. Known to others Blind Spot Arena Not known to others Façade Unknown Luft, J. and Ingham, H. (1955) "The Johari window, a graphic model of interpersonal awareness", Proceedings of the western training laboratory in group development. Los Angeles: UCLA Breland Facilitation

    8. Self 360 Degree Feedback Supervisor Gather behavioral performance feedback from as many sources as possible that have direct interaction - including a self assessment Boards/ Councils Team Members Internal Customers Community Members External Customers Peers Direct Reports Breland Facilitation

    9. 360 Degree Feedback Design a 360 survey tool that will gather information that is: • Based on the model • Focused on observable behaviors • Carefully worded Breland Facilitation

    10. Performance Improvement ProcessIntervention Selection What is needed to allow improvement? • EAP / counseling • Education / Training • Mentoring • Incentives or consequences (appropriate motivation) • Organization / Work design Volunteer Service: a multi-factor intervention option Breland Facilitation

    11. Maslow’s Hierarchy of Needs Need to do fulfilling work, be creative, problem solve, accept circumstances Proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation. Self Actualization Self-Esteem Need to feel respected, confident Social Need to belong to the group, friendship, family Safety Need to feel security of body, employment, resources Survival Need to physically function, breath, eat, sleep This diagram shows Maslow's hierarchy of needs, represented as a pyramid with the more primitive needs at the bottom. Breland Facilitation

    12. Performance Improvement ProcessIntervention Selection What is needed to allow improvement? • EAP / counseling • Education / Training • Mentoring • Incentives or consequences • Organization / Work design Volunteer Service: a multi-factor intervention option Breland Facilitation

    13. Performance Improvement ProcessImplementation Plan How & how long for expected competency? • Timeline • Goals / objectives • Assignments • Registrations • Company improvement plan document Breland Facilitation

    14. Performance Improvement ProcessEvaluation Has the competency been achieved? • Repeat performance review • Review individual goals • Individual counseling Has progress been made? Breland Facilitation

    15. Performance Improvement TIPS • Measure employees in like positions against the “ideal” not against each other. • Align company values/goals with individual performance. • Agree on expectations. • Consider performance from a holistic view – an employee is a whole person. • Don’t attempt to address all deficiencies at the same time. Prioritize and tackle one or two at a time. • Implement plans, follow through, and apply consequences (whether positive and/or negative). Breland Facilitation

    16. Development Strategy Definition/Example Company Alignment Competency Skills What does the ideal Model Knowledge Staff Member's Development performance look like? Experience (Broad Input) External Benchmarks 360 Assessments How is the staff member Gap Analysis Individual Counseling performing to the ideal? Individual goals Lack of: Education What are the barriers to Opportunity Cause Analysis performing at the Environmental ideal level? Individual capacity Motivation Education Training What is needed to allow Intervention Org/ Work Design performance improvement? Selection Incentives or consequences Timeline Goals/objectives How long to expected Implementation Assignments competency? Plan Registration Performance Improvement Plan 360 Assessments Evaluation Individual Counseling Is competency achieved? Individual goals Breland Facilitation

    17. Sue Breland Sue@ImpactYour.Biz 512.394.9271 www.ImpactYour.Biz Breland Facilitation

    18. ADDITIONAL INFORMATION Breland Facilitation

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