309 Search results

For the term "Employee Performance".

Managing Employee Performance

Managing employee performance is one of the key drivers for organizational success in the present context of firms trying to adopt a resource centered view of the organizational.

Managing Employee Performance | Coursera

Managing Employee Performance from University of Minnesota. Once you have hired good employees, the next step that successful people managers take is to develop the full potential of their employees. Performance management is a process that …

U.S. Employees Desire More Sources of Feedback for Performance Reviews

Based on a poll of 1,143 working U.S. employees, most (53 percent) get feedback about their performance only from their managers. But in today’s collaborative workplaces, many would like to get a more rounded view of their performance and receive comments from peers, project leaders, and even clients. Here’s how it breaks down. …

New Podcast Series for Public Sector Employees Offers Expert Insights on Leadership, Performance, and More

Thought leaders and highly-respected authors bring their expertise and insights to a new podcast series devoted to public sector employees and their unique workplace issues. The series, developed by The Public Manager, is designed to give listeners a deeper understanding of the diverse challenges facing today’s public managers and the solutions needed to drive the issues forward. The Public Manager, a quarterly journal devoted to providing public sector employees leading-edge content and resources, provides this podcast series as an extension of its journal articles, conversations in its online community, and insights gathered from the public managers on the front lines of national, state, and local agencies. “We know that today’s public managers value resources to help them do their jobs better,” says Carrie Blustin, publisher of The Public Manager. “We also know that today’s managers are time-pressed. This podcast series answers a need – useful, practical content in a format that can be accessed on-the-go.” Two podcasts are now available: Upcoming podcasts will feature Christine L. Rush, assistant professor of public administration discussing her journal article “Implementing the 4-day work week,” and Rick Koonce, certified executive coach and consultant discussing, “Executive Coaching, Leadership Development in the Federal Government.” Listen here for a brief preview of the series. More information about the podcast series can be found on the Podcasts from The Public Manager website. About The Public Manager The Public Manager offers readers practical solutions for emerging public administration and policy issues from experienced professionals. A forum for developing and disseminating best practices, it encourages continuing excellence in government and nonprofit organizations. The Public Manager is published by The Bureaucrat, Inc., an affiliate of the American Society for Training & Development (ASTD), the world’s largest association dedicated to the training and development field whose members work in thousands of organizations in the public and private sectors.

Employee Stress and Performance

Employee Stress is negatively correlated to their work performance. More the level of stress, Lower is the performance. Even a little bit of stress will inhibit employees work performance.

Handling Employees After Performance Appraisals

Appraisal letters cause a lot of anxiety and sometimes disappointment among employees. Let us go through few tips on how to handle employees after performance appraisals.

The 2 Types of Coaching Performance – Best Skills

Coaching is an important skill for a retail manager. It helps increase the productivity in all of you employees – even the best ones. But there are two types of coaching you should practice in your store.

Performance-Based Pay at NGA

Over the past year or so, a great deal has been written about the problems of the performance-based pay programs at the U.S. Departments of Defense (DoD) and Homeland Security (DHS). Employee complaints also forced changes in new pay programs adopted by the U.S. Securities and Exchange Commission …

A Tale of Two Performance Management Systems

The 1990s ushered in a new era of government in the United States,one that gave employees more autonomy and discretion in performing their duties. In return,however, the government instituted a results-driven management style to hold employees …

What Motivates U.S. Employees to Stay at Their Jobs?

A survey of 494 employed Americans ages 18 and older gauged employees’ perspectives about performance reviews, training and development, and career management, as well as their plans for staying with their employer.

The Big Deal About Employee Engagement

For several years, employee engagement has been a hot topic in the executive suite because there’s mounting evidence that employee engagement correlates to individual, group, and organizational performance in the areas of productivity, retention, turnover, customer service, and loyalty. It also has captured t…

Performance Analysis: Getting It Right the First Time

Using technology to shift learning and references closer to the work is brilliant, except when it is the wrong learning or references. That’s true in the classroom and online. Employees reject programs that are extraneous, bloated, or obsolete. In the classroom, instructors step up and make fixes when the tra…

Defining Employee Success

For a rapidly expanding business, growth must be managed for optimum employee performance and market profitability.

Corporate Integrity Pays Off in Better Performance

Fostering a culture in which employees feel free to speak up about company wrongdoing does more than promote open communication; new research shows that it is also improves company performance and productivity. According to a Corporate Executive Board (CEB) survey of nearly 500,000 employees from 150 global c…

A New Era of Performance Management

More organizations are saying good-bye to the outdated performance appraisal system and embracing a new method for managing employee performance: coaching and development.

Aligning Perspectives on Performance

Managers and their direct reports may get along swimmingly, but chances are they disagree on an issue that directly affects both of them: the employee’s performance rating. According to a Novations report called “Closing the Gap,” managers rate their direct reports as significantly more dependent than the direct reports ra…

Aiming High to Reach Top Performance

The training department’s challenge at University Health System is nothing less than reawakening each employee’s passion to serve. It’s just a simple culture transformation, that’s all. 

Upending the Performance Review

Tom Kaiden shares how Visit Alexandria made the performance review process faster, honest, and more constructive for employee growth.

UK: Older workers still neglected over training and performance issues

(From hrmagazine.co.uk) — As the Pensions Bill makes its way through The Commons, older workers are still often neglected when it comes to training and performance management according to a report this week from the CIPD. The Employee Outlook: Focus on an Ageing Workforce survey of 2,000 employees found less than half of workers (46%) aged 65 and above report they have had a formal performance appraisal either once a year or more frequently, compared to 65% of all employees. In all 44% of employees aged 65 and above have not had a formal performance appraisal in the last two years or never, compared to a survey average of 27%. Older workers are also much less likely than younger workers to have received training, with 51% of those aged over 65 saying they had received no training in the last three years or never, compared to 32% across all age groups. Read more.

Turning performance reviews into a tool for greatness

Performance-review time often scares the willies out of both managers and employees. But it doesn’t have to be that way. I am currently reading the edited manuscript for Ultimate Performance Management by Jeff and Linda Russell, and I think they may be on to something…. The book is part of a new ASTD Press series, the Ultimate series, which is a spinoff of the ASTD Trainer’s WorkShop series and is designed to give you everything you could ever need to train people in a particular area. Other books that are currently planned for the series are Elaine Biech’s ASTD’s Ultimate Train the Trainer and Christee Gabour Atwood’s Ultimate Basic Business Skills Training. But I am getting off topic, I wanted to talk about Jeff and Linda’s book, which deals with transforming the scary once- or maybe twice-annual performance review into an ongoing development tool that enables people to go from “Eh, well, I am doing OK,” to “Wow! I am doing GREAT!” The book presents a series of workshop designs that transform the performance review from a single retrospective event into an ongoing, forward-looking development process. Jeff and Linda present a larger performance management framework called the Great Performance Management Cycle, which has much of its roots in ideas from Chris Argyris, Donald Schn, and others. Implementing the framework probably requires a fairly substantial change in the way that organizations manage their people, but has potentially huge benefits for employees, their managers, and the organization as a whole. This is because the ongoing coaching conversations that Jeff and Linda advocate enable employees to feel heard and be encouraged to do great things, managers are encouraged to help their employees achieve those great things, and the organization as a whole reaps the rewards of all those great things. The book primarily provides everything that a trainer or facilitator would need to facilitate workshops for managers and employees on the new performance management model, including lots of training tools, participant handouts, training instruments, and learning activities–all of which is good, practical, here’s-how-get-it-done stuff. However, for me, the heart of the book is chapter 2, which explains the theory and thinking behind the model and is a fascinating read.

Study: Long-held view of ‘bell curve’ in performance measurement proven flawed

(From Indiana University) — The dreaded bell curve that has haunted generations of students with seemingly pre-ordained grades has also migrated into business as the standard for assessing employee performance. But it now turns out — revealed in an expansive, first-of-its-kind study — that individual performance unfolds not on a bell curve, but on a “power-law” distribution, with a few elite performers driving most output and an equally small group tied to damaging, unethical or criminal activity. This turns on its head nearly a half-century of plotting performance evaluations on a bell curve, or “normal distribution,” in which equal numbers of people fall on either side of the mean. Researchers from Indiana University’s Kelley School of Business predict that the findings could force a wholesale re-evaluation of every facet related to recruitment, retention and performance of individual workers, from pre-employment testing to leadership development. “How organizations hire, maintain and assess their workforce has been built on the idea of normality in performance, which we now know is, in many cases, a complete myth,” said author Herman Aguinis, professor of organizational behavior and human resources at Kelley. “If, as our results suggest, a small, elite group is responsible for most of a company’s output and success, then it’s critical to identify its members early and manage, train and compensate them differently from colleagues. This will require a fundamental shift in mindset and entirely new management tools.” Read more.

Scotland: Contact Centres Resolve to Raise Employee Engagement

(From Business Wire) — The Customer Contact Association (CCA), the leading independent authority on contact centre strategies and operations, says a drive to boost employee engagement in contact centres will unlock greater productivity and lead to happier staff and customers. CCA’s thought leadership agenda supports organisations who employ some 30% of the one million people working in contact centres in the UK. CCA has completed an authoritative industry census in which it emerged that an overwhelming majority of organisations described their contact centre employees as mostly committed. However, it identified room for improvement to boost the proportion of employees described as ‘very committed’ from the current figure of 18%. CCA Census 2010-11, which canvassed the views of 246 respondents (the majority of whom work for organisations employing more than 1,500 people globally) found that 73% of organisations describe their staff as ‘often committed’ while a minority of 8% said staff are ‘rarely committed’. CCA Chief Executive Anne Marie Forsyth said: “Front line contact centre staff are living through taxing times, frequently bearing the brunt of customer concerns and complaints as well as worrying about job security. Despite these pressures, employee engagement is relatively high among our membership. CCA is leading a drive to help members raise the bar on engagement levels even higher in order to deliver consistent world class service.” Forsyth added: “We need a renewed emphasis on people issues to reflect the seismic change taking place in customer contact. Performance throughout the recession has been good – our census shows that 82% of our members have had ‘very active’ engagement with customers and 79% are committed to personal development of employees. We’re proud of what members have achieved in a cost-cutting environment and we’re collaborating on strategies designed to boost performance even further.” Read more.

Reinventing Performance Management at Deloitte

Erica Bank describes how Deloitte reinvented its performance management practices to break down silos between performance management, talent management, leadership development, and employee engagement.

Ready-Set-GO! Accelerate Learning and DRIVE Team Performance!

What is Accelerated Learning? Want to “Fire Up” your sales team? Accelerated learning (A.L.) is a proven science showing how specific intelligent learning activities and processes can dramatically advance human performance improvement. This science is catching the attention of School Teachers, Parents, Students, Adult Learners, and Corporate Trainers around the world touching all areas of the workplace, academia and at home. Accelerated Learning teaches you “how to build a learning culture” in the Workplace! According to the book “World Class Selling: New Sales Competencies” Accelerating Learning uses convention and innovated approaches to quickly gain and maintain the knowledge and skills necessary for effective job performance. Use it to effectively to build customer service teams, sales teams, teach the art of negotiating or teach new business closing skills. Other areas of accelerated learning for the workplace include: blended learning classroom strategies, teaching employees how to learn another language, how to deal with technological changes and keeping highly skilled workers. What are the intangible benefits of Accelerated Learning for Sales Training? Accelerated Learning integrates your existing company training materials to do more with less in the wake of budget restraints and the increasing necessity of training and re-training employees. You can also accommodate each individual team member’s preferred learning style with games, physical activities, emotion, music, relaxation, visualization, role-playing, color, and learning maps to get people deeply involved in their own learning. Who would not want to learn in a joyful, loving, nurturing and stress-free learning environment? IS THIS IS REALISTIC in a male dominated sales culture? YES! In fact, this is now the preferred intelligent culture design of top tier sales organizations! You can improve sales team results and cut training time / cost with an action packed curriculum. You can naturally complement multiple intelligence factors of the brain to add enormous social economic value to conventional learning corporate cultures. Learning with your Whole Mind and Body. Accelerated Learning involves the whole body and mind with all emotion, senses and receptors – not just conscious, rational, “left-brained,” and verbal learning. Knowledge is created and responds to one’s “self”. Accelerated Learning shows how to use new ways of thinking to create new meanings, new neural networks, and new patterns of electro/chemical interactions within one’s total brain/body system. A Positive Learning Environment – People excel better in an environment that is positive, physical, emotional, relaxed. It optimizes the quality and quantity of the learning experience. Positive feelings accelerate learning and negative feelings inhibit it. Learning that is stressful, painful, and boring cannot compete in an environment that is engaging, happy and celebrates success! 100% Engagement – People learn best when they are fully engaged, and (100%) involved. Accelerated Learning appeals to all types and gives people options to choose the learning style that serves them best.The brain is set up to use all the receptors and senses and paths it can into a person’s total brain/body system. Collaborative – Collaboration engages people on many levels simultaneously (consciously, mentally and physically) and good learning has a social base. We can learn from each other by interacting with peers. Competition slows learning and cooperation speeds it. An interactive, collaborative community is always better than isolating a collection of learners. People learn better when they are exposed to many things at once. Contextual Learning – The Learning curve is much faster when real world experiences and hands on learning is applied with feedback, reflection, and evaluation and more practice. Facts, hypothetical theories and abstract concepts are hard to remember and absorb. Do you remember how to answer some of the test questions from your 10th grade Algebra class? Imaginative and Creative – Visualization and verbalization of images stimulates the nervous system and the brain. Concrete images are easier to learn, understand, remember and retain than verbal abstractions.

Performance management re-emerges as a priority for employers

(From International Business Times) — The expansion of unfair dismissal rights to all employees, initiated by the Fair Work Act 2009, has encouraged a resurgence in performance management. As a result of the act, employers need appropriate performance management systems in place if they are considering dismissing an employee on the grounds of non-performance. However, performance management shouldn’t just be treated as a necessary step towards potential dismissals. It can directly increase the effectiveness of businesses, improve management control and result in fresh and motivated employees, according to The El Group CEO Ben Thompson.

Mid-Level Leadership Crucial to Productivity and Employee Trust

(Atlanta, GA, PRWEB, Feb 10, 2009) The global economic contraction followed by massive lay-offs has left talent management teams reeling. Under this kind of pressure, it is difficult to make informed decisions around choosing the most effective leaders – those who can to do more with less. A new assessment suite from PreVisor, the Supervisor and Front Line Manager Solutions, may supply some answers. Organizations can now have a complete and immediate picture, efficiently and cost effectively through advanced technology, of employees being hired for or moving into mid-level leadership roles. PreVisor, the global leader in employment assessments and talent measurement solutions that connect employment decisions to business results, developed the new products with input from client research partners who were instrumental in providing real-world feedback. These partners reported consistently positive results drawn by comparing the assessment scores to job performance ratings, which validated the effectiveness of the solution. ( Read the entire article.)

Latest Research Finds Onboarding Improves New-Employee Engagement and Productivity

(From Online PR News) — According to a recent Aberdeen Group study sponsored in part by SilkRoad technology, inc., the leading provider of Talent Management solutions, 63 percent of organizations with a formal Onboarding process experienced employee performance improvements within the first year. Aberdeen interviewed 466 human resources professionals for the study, “Onboarding: The First Line of Engagement,” and concluded companies with a formal onboarding process (with a dedicated strategy and objectives) had a 60 percent greater year-over-year improvement in revenue and a 63 percent greater year-over-year improvement in customer satisfaction than those with an informal or ad-hoc onboarding process. The 466 executives identified the most important goal of onboarding as ensuring employees are engaged and assimilated into the company’s culture and to make them productive as quickly as possible. Out of the companies Aberdeen found to have “Best-in-Class” performance, 85 percent have a formal onboarding process in place. Of those top companies, 67 percent also supported onboarding processes with formal learning and development, and 66 percent evaluated its onboarding impact at least annually. Read the full release. For more information on onboarding, consider attending the session From Knowledge Hoarding to Collaboration: New Employees Lead the Wayat the ASTD 2010 International Conference and Exposition!

Keeping Federal Employees Motivated

(From Human Resource Executive Online) — Continued and repeated proposals to change federal pay and benefits will ultimately have an impact on recruitment and retention efforts, says Office of Personnel Management Director John Berry. “We are not at the edge of the cliff yet, but I do not know where the edge is, and we are in the fog,” Berry said during the Federal Managers Association training conference. “My hope is that people with goodwill and good reason will proceed with caution.” Berry said it is important to step back and assess what impact the current pay freeze for federal employees and revisions to retirement benefits for new employees will have on recruitment and retention before making further changes. “If we do this haphazardly … or try to do it all at once, we will obviously go over the cliff,” he said. Berry also said it is more important than ever to ensure employees feel connected to their agency’s mission. Federal viewpoint survey results show that federal employees are motivated by the work they do, he says in a follow-up interview. So, as part of efforts to improve performance management and employee morale, agencies should set clear goals that are connected to the agency’s mission so employees understand how they contribute. Read more.