(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.
(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.
Erica Bank describes how Deloitte reinvented its performance management practices to break down silos between performance management, talent management, leadership development, and employee engagement.
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.
(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.
(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.)
(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!
(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.
(From The Huffington Post) — For better or worse, performance evaluations are a reality in business. But just because they are necessary, it doesn’t mean they are being done in a way that produces productive and constructive results. In fact, at their worst, they can cause employees to recoil, spreading insecurity, self-consciousness and fear. No matter what type of organization, performance evaluation goals should be fairly consistent across the board. Mainly, they should be used to communicate how well an employee’s performance meets the needs and demands of his or her role within the organization. So, yes, it is a performance management tool, but it is also a vital communication vehicle. If companies would see it as such, the process itself would improve markedly and net much better results. At its core, employees need to walk away from their evaluation understanding what effect their past behavior has had on the business and also, what they can do going forward to ensure they continue contributing to their own growth as well as to that of the company’s. Perhaps the most far reaching cause for problems during any type of performance management in general, and evaluation specifically, is the inherent discomfort and resistance that managers experience in having to deliver what they perceive as “bad news.” So, before further analysis can be devoted to what makes a review succeed or fail, one must first be clear about what organizational results this evaluative process needs to produce. Read more.
(From EHS Today) — “Researchers already know that integrity can predict job performance, and what we are saying here is that humility and honesty are also major components in that,” said Dr. Wade Rowatt, associate professor of psychology and neuroscience at Baylor, who helped lead the study. “This study shows that those who possess the combination of honesty and humility have better job performance,” Rowatt said. “In fact, we found that humility and honesty not only correspond with job performance, but predicted job performance above and beyond any of the other five personality traits like agreeableness and conscientiousness.” The Baylor researchers, along with a business consultant, surveyed 269 employees in 25 different companies across 20 different states who work in positions that provide health care for challenging clients. Supervisors then rated the job performance of each employee on 35 different job skills and described the kind of customer with whom the employee worked. The ratings were included in order to inform higher management how employees were performing and for the Baylor researchers to examine which personality variables were associated with job performance ratings. Read more.
Great Training takes practice and knowledge of human performance improvement principles. Your job is to evoke a knowledge transfer that makes an impact to specific business results that are measurable and defined. But, not everyone listens to you. (Surprise!) Here are some solid, human performance principles that you can incorporate into your training regardless of your curriculum that will encourage and motivate anyone.
(From PRNewswire) — Workforces worldwide are reaching their tipping point as employee satisfaction, or engagement, continues to be sluggish and remains at the lowest level since 2008, according to analysis recently released by Aon Hewitt, the global human resource consulting and outsourcing business of Aon Corporation. At the end of the third quarter, Aon Hewitt analyzed its Employee Engagement Database of more than 5,700 employers, representing five million employees worldwide. The findings reveal an engagement level of 56 percent thus far in 2011, which is the same as 2010, but lower than 2009 (60 percent) and 2008 (57 percent). Traditionally, engagement levels between 65 percent and 100 percent represent a high-performing culture; 45 percent to 65 percent indicate the workforce is indifferent to organizational success or failure; and anything lower than 45 percent represents a serious or destructive range. According to Aon Hewitt, the largest drop in engagement this year is employees’ perception of how companies manage performance. Workers worldwide believe their employers have not provided the appropriate focus or level of management that would lead to increased productivity, nor have they connected individual performance to organizational goals. Read more.
(From Human Resource Executive Online) — Australian research has shed new light on the importance of employee orientation to a company’s bottom line. Employee orientation has more of an impact on a corporation’s financial performance than a focus on any other individual stakeholder — including shareholders, customers, suppliers or the community, according to Most Valuable Stakeholders: The Impact of Employee Orientation on Corporate Financial Performance, by Nigel de Bussy, a marketing and business professor at Curtin University in Perth, Western Australia. The key managerial point to take from his work is “engage your employees [from the start of their employment], pay attention to your employees, and you’ll make more money,” he said in a July 14 speech at the BledCom symposium, a global gathering of academicians and practitioners exploring communications and public relations management issues. In his research — which encompassed two separate studies of 491 Australia-based chief financial officers conducted in 2004 and 2010 — de Bussy measured how strongly orientation toward the different stakeholder groups influenced corporate financial performance, resulting in an employment-orientation coefficient measurement of 0.84, compared to 0.36 for customers, 0.32 for communities and 0.08 for shareholders. Read more.
(From PRWEB) — Fifty-seven percent of employees say they regularly make suggestions in the workplace, according to a survey by Right Management. In fact, 27% claim to offer more than 20 suggestions every year. Right Management is the talent and career management expert within Manpower, the global leader in employment services. The firm analyzed responses from more than 600 individuals throughout North America via an online poll conducted in partnership with LinkedIn . “We find that employees really want to be heard,” said Deborah Schroeder-Saulnier, Senior Vice President of Global Solutions at Right Management. “Making suggestions signals they are thinking about the performance of the organization and want to contribute over and beyond the requirements of the job. And this can be seen as a great opportunity by employers – if they know how to take advantage of it.” Among key findings: –Nearly one-third of respondents indicated they offered more than 20 suggestions last year. –And 30% made more than ten suggestions, but fewer than 20. –Only 6% offered no suggestions at all. Read the full release.
The U.S. House of Representatives passed a resolution recognizing Employee Learning Week. Several ASTD chapters have secured proclamations from their local cities, counties, and states also declaring Employee Learning Week 2010. Some businesses are hosting learning fairs, others are holding lunch & learn events, still others are tying performance reviews to the organization’s learning initiatives. Individual learning professionals are planning to send learning tips to their clients. Training departments around the country – and across the globe – are planning activities to recognize the critical role that learning and development plays in organizational success. So what are YOU doing? ASTD is holding several events for our own employees. And we’re also hosting a FREE webcast on The New Social Learning, the book by Tony Bingham and Marcia Conner. The webcast is December 8 and there are still a few spots left, so be sure to register. We’ll be posting some other great resources for you to take advantage of in future blog posts. Remember — Employee Learning Week is a great time to celebrate the value of what learning professionals do every day. And it’s a great week to treat yourself to some learning opportunities too! Be sure to let us know what you do to celebrate #elw10 (if you’re going to tweet about your activities, please use this hash tag!). Email email@example.com so we can send you a Champion of Learning certificate!
(From PRWEB) — It’s hard to justify employee engagement if we confuse the means with the ends. In a recent analysis of survey results from more than 145 organizations and 1.5 million employees conducted by TNS Employee Insights, the end was obvious: the customers. A comparison of High Performing Companies, those who are leaders in their industries and demonstrate sustained financial growth, as compared to other organizations, showed that not only did these organizations tend to have better relationships with their employees, their employees were more focused on customers . The analysis found that a focus on the “ends”, or the end user, the customer, went hand in hand with a drive toward constant improvement and innovation. TNS Employee Insights found the differences between High Performing Companies (HPCs) and other firms is consistent: employees in HPCs are much more dedicated to understanding customer needs and use that understanding to improve how they do their jobs. They are also more likely to say that the firm is making necessary changes to be competitive. Bottom line: employees in HPCs are more market focused – their line of sight is not exclusively internal, but is focused externally on what is happening around them and their company. In addition, the analysis found that employees in HPCs report a constant drive for improvement, and a focus on future possibilities versus acceptance of what is today. They are far more likely to look for new and better ways to do things, strive to improve performance, and feel the company as a whole has a vision for the future that is inspiring. There is an energy that is tangibly different than non-HPCs. Read more.
(From PRWEB) — According to Right Management, 84% of employees say they plan to look for new jobs in 2011 – up from 60% in 2009. Now, only 5% say they definitely intend to remain in their current position. For companies to keep employees from searching elsewhere and to execute on their growth and innovation plans, employers must focus on improving employee engagement, a central factor in the performance and success of organizations. “Employee engagement is sinking to record lows. For corporations to flourish in this challenging economic climate, it is critical that they maintain focus on employee engagement to sustain a thriving workforce,” said Zack Lemelle, Managing Partner, Corporate Engagement Services, of the Institute for Professional Excellence in Coaching (iPEC). “The key for driving employee engagement is directly connected to leadership engagement. Leaders must be prepared, and supported, to fully engage in all aspects of their position – not only in driving the typical bottom line results, but also in building powerful, dynamic teams and a supportive organizational culture. Only through a dedicated engagement strategy for leaders and employees can corporations avoid the consequence of high-employee turnover that can result in losing talented workers and the costly training of new staff.” Read more.
(From MoneyWatch) — The management fad of the millennium is employee “engagement.” Gallup has done a remarkable job of marketing it as the one metric for improving everything from employee retention to business performance. But does it work? Not necessarily. Sure, every executive and business leader wants employees to care about their jobs and the success of their company. That’s a no-brainer. But accurately measuring employee engagement, developing the right strategies to improve it, implementing them, and not screwing up anything else in the process is far easier said than done. More importantly, at least one credible expert and a human capital analytics consultancy firm say the cause-and-effect relationship between employee engagement and business results isn’t compelling, primarily because their drivers are not necessarily the same. And I happen to agree. If the results are questionable, then why have so many companies jumped on the employee engagement bandwagon? Like so many things nowadays, executives do it because it’s popular, it sounds good and it sounds easy. Hire Gallup, have them do a survey, make a few tweaks and — voila! — instant engagement. The truth is that companies do half-baked stuff like that all the time. I’ve seen it over and over. Half the time it backfires because they’re not measuring the right factors, they don’t make the right changes, or they fix one thing and screw up another. Now, I know employee engagement is a phrase with a deeper meaning, but whenever I hear it, I can’t help but relate it to domesticated animals. You engage a dog by getting it to do tricks in the hope of getting a treat. You engage a cat with a piece of string or, if you really want to go high-tech, a laser pointer. I know it’s a condescending analogy, but when you lump individuals into masses to be measured with tools and manipulated into doing what you want them to do, what can I say? It seems to fit. Maybe it works with certain employees. Maybe not. But there’s one thing I do know: There are better ways to motivate employees and improve business performance. Read more.
Even though I do my job pretty well and I have a great relationship with my manager, I dread that annual performance review. It just gives me an icky feeling: now it’s time to talk about stuff that’s not going well, or to listen to feedback about how I can do better. Even positive feedback makes me feel a little squirmy and embarrassed. So it’s not something I look forward to. In terms of how I improve as a performer, it frequently leads to a lot of short-term activity surrounding the review (sort of like that short-term activity surrounding those New Year’s resolutions), which then tapers off until work settles down to the usual. (Basically this sort of curve is true for a lot of activities that we do to improve performance; think about training: you attend a training event, when you are done you do lots of things to try to apply it, and then things slowly settle down again. Maybe a few things stick, but a lot goes by the wayside and isn’t that frustrating?) Anyway, back to the performance review: I guess that I am not alone in feeling pretty uncomfortable about the annual review. I certainly know that Jeffrey and Linda Russell, authors of Ultimate Performance Management, a new book that addresses just this topic, do. So they came up with a solution, a new way to approach to managing performance that goes way beyond the annual check-the-box performance review. They came up with the Great Performance Management Cycle and the concept of performance coaching conversations. These are ongoing processes that enable employees like me to get better and better at their jobs and allow managers like my awesome boss (I know, I am totally sucking up, aren’t I?) to get better and better results from their people. I am not going to explain this cycle though, I am going to let the authors do it themselves in the sample chapter that’s available on their book webpage. Now, this sample chapter is unusually long and I argued with myself a while before putting it up there, but I think the contents are really interesting while the real value of the book is in the application . Ultimate Performance Management provides everything you need to know to assess, implement, and train people on this way of improving people’s performance. You get all you need to be able to put on five workshops, including learning activities, tools, handouts, training instruments, as well as processes and procedures. This is a book that has real potential to improve the ways that people work, so check out the sample and see what you think.
(From PRWEB) — Psychometrics Canada, a leading assessment publisher and consultant for the development and selection of people in business, government and education, today announced the results of its study of leadership in the Canadian workplace. In many cases strong leadership has resulted in dramatic effects on work engagement, team performance and innovation. However, the report also shows that poor leadership has negative effects on employee morale, project success and working relationships. The study, which involved a poll of 517 human resources (HR) professionals across Canada, confirms that leadership is seen as an important area of organizational functioning and development. The majority (63.2%) see leaders as having a lot of influence over their organizations’ success, with only 2.5% reporting that leaders have very little influence. The most common effects of good leadership are increased motivation (85.5%), improved working relationships (85.1%), higher team performance (80.7%), better solutions to problems (68.9%), and major innovations (41.6%). Read the full release.
The American Society for Training & Development (ASTD) presented Ram Charan with its Champion of Workplace Learning and Performance Award on May 17 at the ASTD 2010 International Conference & Exposition held here. This ASTD award recognizes individuals whose advocacy, commitment, or actions in support of workplace learning and performance has influenced groups of individuals, organizations, or society. “Without learning, there is no growth,” says Ram Charan, business advisor, author, and leadership expert. Charan has spent his career studying strategy and leadership. In his 2007 book, Leadership at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis, he advocates for the apprenticeship model, and calls for assigning stiff challenges to high potential employees to accelerate their growth. He believes great leaders have personal traits and skills that cannot be impacted by time in a classroom. “If you want to impact both,” he says, “you must create assignments that will take people beyond their comfort zones to discover what is inside. These apprenticeships allow absorption from other people and the learning is largely on the shoulders of the apprentice.” Charan’s introduction to business came from working in the family shoe shop in the small town in which he was raised. That background combined with decades of observing and working with successful leaders shaped his belief that business leaders learn best through a combination of experience, feedback, and self-correction. He has worked with top executives at some of the largest companies in the world, including GE, Dupont, Novartis, and Bank of America. He developed his research and observation style early in his career as a faculty member at the Harvard Business School and GE’s Crotonville Institute. Charan has sold more than two million books in the past five years. Leadership in the Era of Economic Uncertainty was published in 2009. His newest book, coauthored with Bill Conaty, is Masters of Talent and it will be published in October 2010. Through his books, as well as teaching and coaching, Ram Charan demonstrates his conviction that workplace learning is crucial to business success and affirms that people are value-added contributors.
The American Society for Training & Development (ASTD) presented Beverly Kaye with its Distinguished Contribution to Workplace Learning and Performance Award on May 17 at ASTD’s 2010 International Conference & Exposition held here. This award is presented in recognition of an exceptional contribution of sustained impact to the field of workplace learning and performance. Kaye describes herself as a “lover of learning.” In her early career as a college dean Kaye watched students take a passive approach to their careers. Her observations shaped the work she has done for the last 30 years as an expert in career planning, employee retention, and engagement. Her first book, Up is Not the Only Way, foretold the effects that leaner, flatter organizations would have on workers who would need to take charge of their own careers. The book was instrumental in establishing career development as a professional practice area. Love ‘Em or Lose ‘Em, published in 1999, was Kaye’s rallying cry to employers and managers about the importance of employee retention. The book is now in its fourth edition and has been translated into 25 languages. The companion book written for employees, Love it, Don’t Leave It: 26 Ways to Get What You Want at Work is a bestseller and continues the overarching theme of Kaye’s work: people must take charge of their own careers. Kaye’s work extends well beyond her bestselling books. She has created learning solutions for managers and employees to work together to help employees achieve their developmental goals. She has developed innovative approaches to mentoring. The founder of Career Systems International, she is finalizing a new and comprehensive learning solution – CareerPower3.0 – that appeals to all generations and offers multiple methods of delivery in the area of career development.
This image appeared in the Consultants’ Showcase column in the January 1978 Training and Development Journal. PerforMax, created by DDI, provided supervisors with the five skill necessary to give immediate feedback to outstanding, satisfactory, and unsatisfactory workers. What tools do you use to teach feedback skills? How do you effectively manage employee performance in your organizations? For more information about T+D magazine, visit www.astd.org/td.
(From PRNewswire) — Sodexo, Quality of Daily Life Solutions provider to more than 1,800 corporate clients in the United States, released its 2012 Workplace Trends Report today, offering a unique perspective on the workplace that combines insight from clients, academia, principal research, and leading facilities management and human resource trade organizations. The research predicts continued focus on well-being and the ability to deliver a unique value proposition to business communities that focuses on not only integrated, effective and efficient use of space, but also the performance of human capital. Employees are looking to organizations for tools and resources to help them simplify their lives, stay healthy and balanced, and bring their “whole self” to work as these continue to be top drivers of engagement. Employee engagement, productivity, brand image and loyalty continue to be relevant measures of success. “For any business wanting to grow, these trends show there is a premium on programs that are outcome driven and on sustainable results that address both people and physical space,” said Michael Norris, COO and market president for Sodexo’s Corporate segment. Read more.
Healthcare organizations are under increasing pressure to deliver effective care to patients, conduct financially viable operations, and report favorable outcomes to government and accrediting bodies. To combat these pressures, healthcare organizations are turning to technology and analytics to improve performance in complex, urgent environments. Join us in exploring how healthcare is adopting real-time feedback among its employees to improve communications and organizational performance. In this webcast, you will: – Discover how improved communication between physicians, nurses, residents, and staff translates to improved organizational performance. – Use competency-based, real-time feedback data to drive patient satisfaction, improve outcomes, and simplify and enhance government and accreditation reporting. – Accurately measure employee development, increasing your ability to effectively develop and coach employees into leaders.
From the ATD 2015 International Conference & EXPO: For best-in-class organizations, performance improvement begins with the quality of conversation that takes place between managers and employees.
Feedback is a critical component of strengthening the performance strategy. But one in five employees is not confident in their managers to provide the regular, constructive feedback needed to be successful. If only 43 percent of your engaged employees are receiving feedback once a week, imagine what other benefits they are missing during the employee development process. To recognize and drive employee performance, managers need to embrace the culture of feedback and leverage strategies that effectively articulate constructive, actionable feedback. In this webcast, you will: – Learn the dimensions and types of feedback related to increased performance. – Learn ways to strengthen the feedback cycle. – Identify strategies that help integrate feedback in everyday activities.
Mentoring is a powerful way to retain talent, support employee development, and improve job performance. This issue identifies critical success factors for setting up structured mentoring programs that focus on the acquisition of specific skill sets in specific contexts. It explores the value of structured mentoring programs and their capacity to quickly get employees up-to-speed on new tasks significantly and measurably improving performance.
What’s your strategy to remain competitive? Trainers realize that recruiting the right people with the right skills and providing them with great training is key to creating a great business. With the arrival of measurement and return-on-investment calculations for these key business activities comes the realization from business professionals that performance management does make a difference in profits, sales, and customer satisfaction. With a company’s need to recruit and keep the best talent, performance management is its best strategy for remaining competitive in the global marketplace in which employees have more choices than ever before. Performance management is used to improve both personal and organizational skills . Recruiting and Retaining Call Center Employees illustrates the various ways employees can reach their potential and thereby contribute to the bottom line, made all the more profitable by creating stronger and more stable companies that can offer higher wages and excellent benefit packages. Combining theory with practical advice on training, recruiting, and evaluating programs, this book provides the trainer with practical models and guides. Plus, cases on process and technology provide a full range of solutions in creating a call center that is well ahead of the competition.
Embracing this notion, Developing Exemplary Performance One Person at a Time focuses on improving one employee, one step at a time, to help identify key employee strengths and provide solutions for maximizing performance.
Employee value proposition means creating a balance of rewards and recognition in return to an employees performance at workplace. The chapter disusses about the meaning and importance of EVP in detail.
Performance appraisals need to be communicated to employees in a proper way otherwise it might causes anxiety amongst employees. Let us understand how performance appraisal needs to be communicated among employees.
The performance appraisal interview is the first round in the performance appraisal process and this is the round in which the manager communicates his evaluation of the employees performance.
The article discusses about the steps involved in Employee Development Plan. The main steps involved are – Preparing an Employee, Planning Development Activities, Performance Monitoring and Creating Confidence.
Performance appraisals determine the pay and perks as well as the nonmonetary motivators such as promotions and challenging assignments in addition to reward and recognition systems. Thus, it is important to conduct performance appraisals professionally and with care and caution so that all stakeholders, whether they are the employees, the managers, or the HR managers are all on the same page as to the final rating and the subsequent monetary and nonmonetary incentives.
This article discusses how managers must approach the appraisal discussions with their employees with tact and firmness where the ability to persuade is as important as the ability to say no and where the ability to put forward rational and mutually convincing explanations is as important as the ability to be firm where needed.
This article tackles the trend of employees being absent from work without informing the managers and without taking permission or authorization. The key themes discussed in this article relate to the perils and the consequences of absenteeism for the organizations and the reasons why many managers are increasingly taking offence to absenteeism. Further, the article also examines absenteeism from trainings and corporate events where the HR managers take a dim view because presence during such events is a prerequisite to smoother organizational communication.
Performance and development planning is carried out both by the manager and the employee and in the process of discussions they arrive at performance agreements and define performance expectations.
The performance appraisal process is the time of the year when the employees are evaluated on their performance during the last six months or one year depending upon the timeframe that is set for the same.
Employee Remuneration refers to the compensation given to the employees for their work performances. Remuneration provides basic attraction to a employee to perform job efficiently and effectively.
Often, corporates struggle to meet their CSR commitments. By making each employee a stakeholder in CSR outreach programs, corporates can actualize better outcomes. An excellent way to do this is by incentivizing each employee through performance appraisals to take part in CSR outreach programs. There are some practical problems in measuring the success as well as in motivating the employees. On the other hand, by making CSR commitments as part of performance appraisals, corporates can take the first steps towards better outcomes.
Performance Management in HR is the process of reviewing an employees performance during the preceding year and deciding where he or she stands as far as their peers in the same band are concerned.
An employee needs to be comfortable at his/her workplace in order for him to deliver the best performance. Lets understand how the work culture plays an important role in influencing employee behaviour.
There is a direct relationship between organisational performance and employee engagement. Lets understand the basic steps in the process of employee engagement based on the best industry practices.
The Job Characteristics Model suggests a framework of how effective job design practices can lead to improved work motivation and satisfaction of employees thereby leading to improved overall performance.
Epicor HCM enables both employees and candidates through self-service to save time and improve communication. It allows customer flexibility for integrating to the payroll and benefit vendors of your choice. It extends the value beyond feature-rich core functionality with expanded performance, training, and recruiting modules to support company growth. Epicor HCM automates your HR processes, […]
There are many reasons why learning and development departments are vital for organizational success and development. Learning is directly connected to employee performance metrics; it helps people progress in their careers—and the company to move forward faster.
Telework programs at the Alexandria, Virginia, agency improved employee productivity and employee satisfaction while maintaining high levels of customer service and employee performance. When the Telework Enhancement Act of 2010 was signed into law on December 9, 2010, the U. S. Patent and Trademark Office (USPTO) already had established an award-winning telework program for its employees. The agency has 16 percent (62) of its telework attorneys who reside more than 50 miles from Alexandria, Virginia, in 27 states. Eleven percent (751) of its telework patent examiners reside in 42 states.
While most of us would like to see 2009 and the economic recession leave and never return, there is no denying that this year was a monumental year in workplace learning for technology, informal learning, and employee performance.
In 2008, ASTD partnered with the Institute for Corporate Productivity (i4cp) to help organizations better understand how to tap into informal learning. For the purposes of this study, informal learning is defined as a learning activity that is not easily recognizable as formal training and performance support. Generally speaking, it takes place without a conventional instructor and is employee-controlled in terms of breadth, depth, and timing. It tends to be individualized, limited in scope, and utilized in small chunks. Some examples include online social networking, accessing “fingertip” knowledge through Internet or intranet searches, and peer-to-peer coaching. [more]Informal learning already exists in organizations, and many managers identified it as a valuable tool. In the ASTD/i4cp Tapping the Potential of Informal Learning study, 41 percent of respondents said informal learning is occurring in their organizations to a high or very high extent. Another 34% of respondents said they believe informal learning is occurring to a moderate extent. These respondents seemed optimistic about the incidence of informal learning increasing. More than half of respondents reported informal learning would increase in their organization over the next three years. In the ASTD/i4cp Tapping the Potential of Informal Learning study, most respondents said informal learning enhances performance to at least a moderate extent and 46% of all respondents said it improves employee performance to a high or very high extent. But these responses are not the only indicators of why managers should devote attention to informal learning. The study also found a significant, positive correlation between the degree to which informal learning occurs in organizations and their reported market performance. Source: Tapping the Potential of Informal Learning (ASTD/i4cp). Click here to learn more about ASTD Research.
Despite the sluggish economy, the talent management software market has enjoyed an active summer and fall. Leading vendors Taleo and SuccessFactors sought to broaden their horizons, while other software providers introduced new features as companies continued to purchase the products. While growth rates are less than what was projected a year ago, the talent management market as a whole is growing by about 15 percent and should reach $2.5 billion this year, says Josh Bersin, head of research firm Bersin & Associates. Far from shriveling amid the recession, the talent management software field is expanding as business-services giants IBM, Accenture, Mercer and Hewitt build strategies to deliver a combination of talent management software, consulting and outsourcing, Bersin says. Talent management software refers to applications that help organizations with key HR tasks such as recruiting, employee performance management and compensation.
(From Broadcast Newsroom) — PageUp People, a Multinational Talent Management solutions provider, today announced the release of its recent research titled, “Into China: Talent Management Essential in a Land of Paradox,” authored by Sylvia Vorhauser-Smith, senior vice president of Research. As more companies expand operations into the growing market of China, they are presented with the enormous opportunities of the country’s large workforce as well as the many difficulties arising from different workplace practices and norms. This new research explores the reasons behind these challenges and how organizations seeking to leverage the growing qualified workforce in China can best equip themselves to maximize employee performance. With China at the cusp of significant change, there are several challenges facing multinational corporations already established in China and those looking to expand their operations into the country. The aim of PageUp People’s research paper is to provide organizations with insight into how they can better understand and manage their talent in an environment drastically different from their home base. It is designed to educate and provide practical suggestions for optimizing human capital productivity and engagement while exploring the challenging differences between the western and eastern worlds. Key findings include: Read more.
The ASTD Handbook of Measuring and Evaluating Training, edited by Patti Phillips, has just released. This book serves as a comprehensive go-to reference and a roadmap to developing effective processes. Each chapter is written by an expert in the field, chosen for their experience and actual results in specific areas. From evaluation planning and data collection, to data analysis and measurement, you’ll gain insights and practical advice from individuals who have applied their tools and methods in organizations worldwide. At the end of the book, a special section called “Voices” hosted by Rebecca Ray features summarized interviews with eight world-renowned gurus. These complete interviews are available as podcasts online! Our next expert podcast is from Jac Fitz-enz, PhD, a pioneer in human capital strategic analysis and measurement. After holding senior corporate human resource positions, he founded the Saratoga Institute and developed the first international human resource benchmarking service. He later launched the Human Capital Source and the Workforce Intelligence Institute to take human capital valuation to the next level. Named by the Society for Human Resource Management as one of the 50 most influential people in human capital management, two of his books were selected by SHRM for the “Book of the Year” Award: Human Value Management: The Value-Adding Human Resource Management Strategy for the 1990s (1990) and The ROI of Human Capital: Measuring the Economic Value of Employee Performance (2009). He was honored in ASTD’s “Legends” series at the International Conference in 2005.
Ottawa, Canada ( PRWEB) April 24, 2009 — FuelCell Energy Inc., the global leader in clean stationary electric power, implemented Halogen Software’s talent management suite globally in just six weeks, and within one appraisal cycle created a high-performance culture. The organization improved the integrity and value of its employee performance data, aligned its rapidly growing workforce around a common set of goals, and ensured its high-potential employees were recognized and nurtured. The demands of the current economic climate are putting pressure on organizations globally to quickly gain a better understanding of their workforce and align, communicate with and motivate their top performers. FuelCell recognized that, especially during this difficult economic downturn, maximizing the performance of its human capital was essential. Understanding where to allocate scarce resources and how to strategically develop talent to meet business needs is an urgent necessity for companies of all sizes. FuelCell Energy is a clear example of how quickly organizations can achieve these goals and strengthen their competitive position in the process. By automating its talent management processes FuelCell helped strengthen and streamline its rapid global expansion- growing from 150 to over 500 employees in four years. Before implementing Halogen’s solution, the organization faced a number of challenges in their performance management system, including a lack of consistency, accountability, and employee engagement with the existing process. As a result, performance reviews were not considered a valuable tool for the organization as a whole. “The HR team found the system and process painful for everyone involved and looked to overhaul it and implement an automated system,” said Sandra Mauro, HR Manager with FuelCell Energy. “Once we had decided to invest in Halogen, things began to improve quickly. We were live within six weeks of training. It was awesome. I have done a lot of software implementations in my career and I know how painful they can be. Getting Halogen up and running was painless.” Halogen Software is able to consistently implement its suite for customers under very tight deadlines, even for those with global operations, because the solution is so flexible and easily configured. This enables customers to have the Halogen applications adapt to their processes and forms-rather than the other way around. Once Halogen’s suite had been successfully implemented, FuelCell was able to address its business problems almost immediately. Availability of information and a methodology toward a high performance culture began to evolve and improve with each review process. Accountability for goals and alignment around performance is now the norm for its global workforce. The company fosters greater recognition of high performance, and nurtures employee growth via development planning and ongoing feedback. The intelligence gained through the performance appraisal process is now readily accessible and is therefore actionable, unlike with the paper-based process, which was impractical to aggregate and report on. The shift is an exciting one for the HR team. “I recommend Halogen to pretty much anyone who will listen. I talk about it all the time,” says Mauro. “We use the employee performance management system to drive a higher level of accountability. As a high-growth company, we have many employees who join our team from different companies and corporate cultures. The new system enables us to standardize performance expectations and unify our corporate culture.” (Read the entire article at Canadian Business Online.) Learn more about Halogen Software here: http://www.halogensoftware.com/
While the goal of HR practitioners has remained unchanged for decades–improving employee performance to drive the business–today’s learners have different expectations for their development than they did a decade ago. It is clear that the options for design and learning for today’s learners are (literally) not our parent’s learning methods. This dynamic panel discussion and Q&A will be moderated the president and managing principal of ebb associates, inc. You will hear from four…
The Forgetting Curve is real. In this online course, experience a simple, practical method for integrating employee performance coaching into development plans for your teams and organizations, and your employees stay longer and perform better!
Transferring Learning to Behavior addresses today’s most difficult training challenge: transferring what’s taught to actual employee performance. Donald Kirkpatrick’s famous four level model has become the model for evaluating the effectiveness of training programs. In Transferring Learning to Behavior, Donald and his son James show how this model can be used to confront what has always been the most difficult training challenge: getting people to apply what they learn.
In New Supervisor Training, training legend Elaine Biech presents innovative two-day, one-day, and half-day training workshops that help supervisors embrace their new roles and develop supervisory skills in five key areas: promoting communication, guiding the work, leading the workforce, coaching employee performance, and developing themselves.
Giving Helpful Feedback from University of Colorado Boulder. This course teaches you the simple principles expert managers use to improve and motivate employee performance. You’ll never have to avoid telling an employee “the truth” again, because …
In a recent survey by the Corporate Executive Board (2013), 56% of managers felt that employee performance would not change or would improve if L&D were eliminated completely. Research suggests that as much as 90% of training resources are spent…
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Epicor HCM – HR Management Software Today’s economy demands a more proactive, strategic role for the HR department. As competition for critical resources intensifies, managers, employees and candidates are demanding more from HR and human resource information systems (HRIS), moving beyond self-service to secure direct access to relevant information and processes whether in the office or on […]
Question: My teams seem to be composed of younger and younger people, and even though I am an experienced and certified project manager we are having retention issues. I am managing just as I have successfully done in the past, but it no longer seems to work. The expense of constantly recruiting and training new people for my team is raising flags with my manager about my own performance. What can I do?
A. The majority of employees in the workforce today are Generation X. They will not be led and must be allowed to form their own teams and do the work when and how they see fit. Do not try to manage them.
B. The majority of employees in the workforce today are millennials, and they do not respond well to being managed by someone for whom they do not have respect as a leader. Up your leadership skills.
C. Ask your own manager for the position power to put people who do not do what you ask within a reasonable amount of time, and to the standards you require, on report. Let them know that if this same behavior happens on the next task, they will be asked to leave the company.
D. Modern employees are unwilling to have someone else set the goals for their workday. Involve teams in each and every decision that is made about what the project will create, when it can be delivered and the quality standards to which it must adhere.
Pick your answer then Test Your Knowledge!
This employee-evaluation process is one where performance segments get created within an organization–ultimately leaving one group of individuals on the bottom that get terminated. But evidence supports the notion that companies regularly performing this forced ranking breed an environment of distrust–and undermine teamwork.
Organizational values, project boundaries and performance expectations are all important areas that exist within every organization with varying degrees of thought and implementation behind them. Here we look at how organizational rules and norms are presented and communicated to employees and project team members, and how they can be interpreted.