Motivated and Hyper-productive Teams by Abolishing Performance Appraisals. workshop by Michael Mallete

Size: px
Start display at page:

Download "Motivated and Hyper-productive Teams by Abolishing Performance Appraisals. workshop by Michael Mallete"

Transcription

1 Motivated and Hyper-productive Teams by Abolishing Performance Appraisals workshop by Michael Mallete

2 about Michael Mallete formerly, Agile Coach for Sabre Airline Solutions co-training CSM courses with Bas Vodde and Emerson Mills of Odd-e VP for Consulting Services at Orange and Bronze Software Labs I do not claim to be an expert in HR practices. I am a software developer and an Agile coach until I was thrust into organizational management when I became VP for Consulting Services at Orange and Bronze Labs. This is where I had the chance to finally abolish performance appraisals and replace it with something more awesome.

3 beginning with the end in mind understand the impact of traditional performance appraisals to maturing Agile organizations formulate alternatives, with focus on increasing motivation and productivity of Agile teams

4 a workshop participants with good understanding of Agile brief lecture at the start...but is meant to be open-ended. you guys will do the work! :-) form groups, present collective thoughts when there s opportunity

5 performance appraisals... is a systematic and periodic process that assesses an individual employee s job performance and productivity in relation to certain pre-established criteria and organizational objectives. - Wikipedia Wikipedia: the most reliable source of information :-) - emphasis on periodic, for something that is scheduled and should always happen - emphasis on individual, as for Agile teams, the highlight is the collective effort of the group - emphasis on pre-established criteria, W. E. Deming: 3% of of problems have figures

6 a bit more clarification AKA performance/annual evaluation/review/ rating/management, competency modeling, 360 feedback, etc an employee is rated, judged, or described by another person periodic (annual, semi-annual, etc.) rather than per project or task everyone must follow - Do it! - various combinations of the words are synonymous - employee s behavior, work performance, traits, etc are judged by someone else, including supervisor, colleague, client, etc. - let us not include appraisals that are given on a more task-oriented way - mandatory, could be generic, or specific to different classes in the organization

7 a bit more clarification induced by incentives results are documented and kept by another personnel not directly involved in the dialogue that ensued - used for bonuses, promotions, increases, rewards, etc or for lay-offs, terminations, etc. - usually, ratings, decisions, etc., are documented and kept by the H.R. department

8 Let s make sure those who have positive point of view towards performance appraisal are well represented per group. Let s also make sure that a group has at least one Agile expert.

9 Performance appraisals, at its core, is not intended to be evil. The goals it wishes to achieve are actually worthy. We ve got a century s worth of literature on the topic since Of course we do have a decades worth of literature arguing against it.

10 But performance appraisals are uninspiring, demotivating, frustrating for both giver and receiver. A 30-minute meeting can turn an engaged, motivated individual to an exasperated, uninspired employee.

11 survey 90% of appraisal systems are unsuccessful 48% believe it is merely a second-guessing session only 5% of HR professionals says they were very satisfied - point 1, according to Society for Human Resources Management - point 2, according to Industry Week - point 3, according to Aon Consulting and the Society of Human Resources, in 1997

12 - Agile teams are self-managed. managers, supervisors, etc are a out of place - They are expected to be slightly better at understanding the skills, traits, behavior, etc. of individuals in a cross-functional team - Modern organizations have flat hierarchies. It is normal to find managers with 100 people under them. I have 80 under my watch as of the moment!

13 - How appropriate is it to wait 3, 6 or 12 months to give a feedback to someone? - Why do you need to discuss unsatisfactory behavior from months back when it s already addressed? Not to mention to have that discussion along with good feedback. - How more honest will the employee be if he knows this is going to be used for both his benefit and punishment? - For 360 feedback, how much trust will the employee put on feedback that was done anonymously?

14 I m a little worried that managers and supervisors need to arm themselves with canned phrases. Is genuine feedback that hard to do?

15 Faulty Assumptions One appraisal process can effectively serve several functions at the same time A one-size-fits-all coaching, feedback, and development structure works well for all supervisors and employees in all situations You can get commitment from a forced process The organization and supervisors are responsible for employees feedback, development and performance from the book Abolishing Performance Appraisals by Tom Coens and Mary Jenkins - overloaded with too many functions. some undercuts the other (money gets in the way of receiving feedback) - individuals have different ways of reacting to a certain coaching style. supervisors has individual styles - no commitment, no growth and improvement - anti-empowerment (supervisors are still the drivers of improvement)

16 Faulty Assumptions Appraisal process can objectively and reliably evaluate and assess individual performance Appraisals are required by law or are necessary to assure legal documentation Ratings are motivating and let people know where they stand Feedback, development, and performance improvement are annual (or quarterly events) - unreliable, bias-prone, even with good intentions. In a mature Agile team, individual output is hard to know - with a few exceptions, not necessarily - typical ratings lack information that is important of reflective of status. Everyone expects a high rate - feedback should be timely. Agilists know this by heart.

17 Faulty Assumptions People withhold effort if they are not extrinsically rewarded Inspecting individuals leads to improvement, and improving individual performance improves organizational performance - people withhold effort if they are unmotivated. People have a third drive or intrinsic motivation per Dan Pink - improvement comes from good feedback at every opportunity. Performance optimization happens at a systems level (individual level is comparable to premature optimization)

18 What do you think? Focus on why the negative impression on performance appraisals. Do you agree on the points raised? Can you add some more?

19 About Motivation. Dan Pink recommends being Agile in his book Drive to have a motivated workforce.

20 Gallup s 12 Questions 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. Do I have the opportunity to do what I do best everyday? 4. In the last seven days, have I received recognition or praise for good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? Over 25 years, Gallup Organization interviewed a million employees and asked them questions about what mattered in a workplace. The top 6 are the most powerful as these has the strongest links to business outcomes. The more positive responses, the stronger and more productive the workplace is.

21 Gallup s 12 Questions 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow?

22 If we are to do away with performance appraisals, what do we replace it with?

23 Your turn!

24 participants should start discussing by now: - Do we really need to abolish performance appraisal? Or just modify it? - Given we have a separate program for Agile adoption, what are other goals we need to aim at that performance reviews tried to achieve? - How do we achieve them?

25 - also Fifth Discipline by Peter Senge stolen from

26 Thank you! under renovation ;-(

STEP 5: Giving Feedback

STEP 5: Giving Feedback STEP 5: Giving Feedback Introduction You are now aware of the responsibilities of workplace mentoring, the six step approach to teaching skills, the importance of identifying the point of the lesson, and

More information

Coaching and Feedback

Coaching and Feedback Coaching and Feedback Follow the Guidelines for Effective Interpersonal Communication There are fundamental strategies that should always be part of interpersonal communication in the work place. Don t

More information

Augmented reality enhances learning at Manchester School of Medicine

Augmented reality enhances learning at Manchester School of Medicine Augmented reality enhances learning at Manchester School of Medicine Welcome to the Jisc podcast. The University of Manchester is taking a unique approach to prescription training for its medical students

More information

Getting The Most Out of the Performance Management System. Human Resources 2015

Getting The Most Out of the Performance Management System. Human Resources 2015 Getting The Most Out of the Performance Management System Human Resources 2015 Purpose of Today s Training Help employees prepare to write and participate in a high quality performance appraisal. Agenda

More information

Section 11. Giving and Receiving Feedback

Section 11. Giving and Receiving Feedback Section 11 Giving and Receiving Feedback Introduction This section is about describing what is meant by feedback and will focus on situations where you will be given, and where you will give, feedback.

More information

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance

Human Resources Training. Performance Management Training Module 2: Managing Employee Performance Human Resources Training Performance Management Training Module 2: Managing Employee Performance Table of Contents Learning Objectives...1 Expectations Of You As A Leader...3 Setting and Communicating

More information

SAMPLE INTERVIEW QUESTIONS

SAMPLE INTERVIEW QUESTIONS SAMPLE INTERVIEW QUESTIONS Interviews and interview styles vary greatly, so the best way to prepare is to practice answering a broad range of questions. For other great interview strategies, see our Successful

More information

Setting Expectations, Coaching, and Performance Evaluation

Setting Expectations, Coaching, and Performance Evaluation Setting Expectations, Coaching, and Performance Evaluation Content taken from The EDGE: Foundations for Successful Leadership, Setting Expectations, Coaching for Optimal Performance module, 2004 Um-HRD,

More information

Active Listening. Learning Objectives. By the end of this module, the learner will have

Active Listening. Learning Objectives. By the end of this module, the learner will have 1 Active Listening Learning Objectives By the end of this module, the learner will have An understanding of what is meant by active listening Gained insight into your natural listening strengths and areas

More information

Getting the best from your 360 degree feedback

Getting the best from your 360 degree feedback 1 Contents Getting the best from your 360 degree feedback... 3 What it is.... 3 And isn t.... 4 Using the system... 5 Choosing your respondents... 5 Choosing your competencies... 5 Compiling your questionnaire...

More information

Explain how Employee Performance is Measured and Managed

Explain how Employee Performance is Measured and Managed Explain how Employee Performance is Measured and Managed For this last section of my report I will be discussing how employee performance can be both managed and measured. In addition to this, I will also

More information

Team Building. HR can provide you with support for building effective team work.

Team Building. HR can provide you with support for building effective team work. Team Building HR can provide you with support for building effective team work. Developing Effective Teams Model Typically we work with the leader or a smaller working group to determine what they would

More information

15 Most Typically Used Interview Questions and Answers

15 Most Typically Used Interview Questions and Answers 15 Most Typically Used Interview Questions and Answers According to the reports made in thousands of job interviews, done at ninety seven big companies in the United States, we selected the 15 most commonly

More information

Managing Your Career Tips and Tools for Self-Reflection

Managing Your Career Tips and Tools for Self-Reflection Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated

More information

III. Best Practices/Resources

III. Best Practices/Resources Reviewing the Application/Resume Before beginning the screening process, take a few minutes to review the job description and the established evaluation criteria. The purpose of the initial screening of

More information

Individual performance assessment and motivation in agile teams

Individual performance assessment and motivation in agile teams Individual performance assessment and motivation in agile teams Helen Sharp The Open University, UK helen.sharp@open.ac.uk With particular acknowledgement to Rien Sach, César França and Marian Petre Agile

More information

Interviewing Strategies & Tips. Career Center For Vocation & Development

Interviewing Strategies & Tips. Career Center For Vocation & Development Interviewing Strategies & Tips Career Center For Vocation & Development Before the Interview A job interview is an opportunity to showcase your strengths, experience, and interest in the position for which

More information

Coaching and Career Development

Coaching and Career Development Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare

More information

Performance and Potential Appraisal

Performance and Potential Appraisal 2011 Performance and Potential Appraisal Martin Zander 2 M. Zander Performance and Potential Appraisal This book has been purchased online on: XinXii.com ebooks & documents from indie authors http://www.xinxii.com

More information

Is a monetary incentive a feasible solution to some of the UK s most pressing health concerns?

Is a monetary incentive a feasible solution to some of the UK s most pressing health concerns? Norwich Economics Papers June 2010 Is a monetary incentive a feasible solution to some of the UK s most pressing health concerns? ALEX HAINES A monetary incentive is not always the key to all of life's

More information

This guide has been written to support reviewers in writing SMART objectives within the SRDS framework. These guidelines cover the following.

This guide has been written to support reviewers in writing SMART objectives within the SRDS framework. These guidelines cover the following. A BRIEF GUIDE TO SETTING SMART OBJECTIVES This guide has been written to support reviewers in writing SMART objectives within the SRDS framework. These guidelines cover the following. 1. Why set objectives

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

PINK ELEPHANT THOUGHT LEADERSHIP WHITE PAPER DEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN

PINK ELEPHANT THOUGHT LEADERSHIP WHITE PAPER DEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN PINK ELEPHANT THOUGHT LEADERSHIP WHITE PAPER DEVELOPING AN IT SERVICE MANAGEMENT TRAINING STRATEGY & PLAN Executive Summary Developing and implementing an overall IT Service Management (ITSM) training

More information

Self-directed learning: managing yourself and your working relationships

Self-directed learning: managing yourself and your working relationships ASSERTIVENESS AND CONFLICT In this chapter we shall look at two topics in which the ability to be aware of and to manage what is going on within yourself is deeply connected to your ability to interact

More information

Leadership and Management in the Early Years

Leadership and Management in the Early Years Books Leadership and Management in the Early Years A practical guide to building confident leadership skills by Jane Cook Contents Effective leadership makes a difference 2 Introducing the early years

More information

Improve Your Ability to Handle Workplace Conflict: An Interview with Judy Ringer

Improve Your Ability to Handle Workplace Conflict: An Interview with Judy Ringer Improve Your Ability to Handle Workplace Conflict: An Interview with Judy Ringer Recently our local newspaper interviewed me on the subjects of workplace conflict, difficult people, and how to manage them

More information

Chapter XX Performance Management: What Are The Best Practices?

Chapter XX Performance Management: What Are The Best Practices? Chapter XX Performance Management: What Are The Best Practices? Thomas B. Wilson Susan Malanowski Wilson Group, Inc. Concord, MA www.wilsongroup.com In order to remain competitive, achieve strategic objectives

More information

Arkansas State PIRC/ Center for Effective Parenting

Arkansas State PIRC/ Center for Effective Parenting Increasing Your Child s Motivation to Learn In order to be successful in school and to learn, students must stay involved in the learning process. This requires students to do many different activities

More information

Whatever the specifics of a plan may be, the following are key principles to make the plan most effective:

Whatever the specifics of a plan may be, the following are key principles to make the plan most effective: Behavior Management Principles For the ADHD Child What I would like to talk about in the last part of this presentation is on the behavior management principles for the ADHD child. In order to get specific

More information

MOST FREQUENTLY ASKED INTERVIEW QUESTIONS. 1. Why don t you tell me about yourself? 2. Why should I hire you?

MOST FREQUENTLY ASKED INTERVIEW QUESTIONS. 1. Why don t you tell me about yourself? 2. Why should I hire you? MOST FREQUENTLY ASKED INTERVIEW QUESTIONS 1. Why don t you tell me about yourself? The interviewer does not want to know your life history! He or she wants you to tell how your background relates to doing

More information

Module 9. Building Communication Skills

Module 9. Building Communication Skills Module 9 Building Communication Skills Essential Ideas to Convey To apply a facilitative approach to supervision, supervisors have to approach the people they manage in a different way, by using certain

More information

Knowledge Worker Productivity:

Knowledge Worker Productivity: GSA Enterprise Transformation Knowledge Worker Productivity: challenges, issues, solutions June 2011 Knowledge Worker Productivity: challenges, issues, solutions Background Knowledge workers are those

More information

Sales Management 101, Conducting Powerful Sales Review Meetings

Sales Management 101, Conducting Powerful Sales Review Meetings Sales Management 101, Conducting Powerful Sales Review Meetings Dave Brock, Partners In EXCELLENCE Dimensions of EXCELLENCE is based on the four dimensions of performance and organizational excellence.

More information

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW

Specific Measurable Achievable. Relevant Timely. PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide PROGRAM OVERVIEW Specific Measurable Achievable PERFORMANCE MANAGEMENT CREATING SMART OBJECTIVES: Participant Guide Relevant Timely PROGRAM OVERVIEW About the Training Program This session is designed to enable participants

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

PERFORMANCE EVALUATIONS:

PERFORMANCE EVALUATIONS: : More Important than Ever in 2011 According to the Equal Employment Opportunity Commission ( EEOC ), the Commission received over 7% more employment discrimination and unlawful harassment charges in 2010

More information

The role of the line in talent management

The role of the line in talent management The role of the line in talent management A paper from HR in a disordered world: IES Perspectives on HR 2015 Wendy Hirsh, Principal Associate Member Paper 108 The role of the line in talent management

More information

The Power of Relationships

The Power of Relationships The Power of Relationships How to build long-lasting customer relationships to help you do more business 2014 Copyright Constant Contact, Inc. 14-3931 v1.0 Helping Small Business Do More Business When

More information

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep

More information

Quality Meets the CEO

Quality Meets the CEO Quality Meets the CEO Jeffery E. Payne jepayn@rstcorp.com Reliable Software Technologies Corporate management does not care about quality. This is the cold, hard reality of the software world. Management

More information

The Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook

The Insightlink 4Cs. Employee Survey Feedback and Action Planning Workbook Insightlink Communications 80 South Lake Ave. Suite 680 Pasadena, CA 91101 USA w w w.insightlink.com - Tel: 866.802.8095 - Email: info@insightlink.com This guide is designed as a workbook to enable HR

More information

Creating a Culture of Employee Engagement

Creating a Culture of Employee Engagement Creating a Culture of Employee Engagement Presented by Mila Cosgrove, HR Director City & Borough of Juneau Alan Sorum, Prince William Sound Citizen s Regional Advisory Council, AK What is Employee Engagement

More information

Ep #19: Thought Management

Ep #19: Thought Management Full Episode Transcript With Your Host Brooke Castillo Welcome to The Life Coach School podcast, where it s all about real clients, real problems and real coaching. And now your host, Master Coach Instructor,

More information

Cambridge Technicals in Business Level 3 Unit 5. Instructions for teachers. Case study: Employee motivation and performance

Cambridge Technicals in Business Level 3 Unit 5. Instructions for teachers. Case study: Employee motivation and performance Cambridge Technicals in Business Level 3 Unit 5 Case study: Employee motivation and performance Instructions for teachers These instructions should accompany the OCR resource Case study: Employee motivation

More information

Our automatic thoughts echo our core beliefs. The more negative our core beliefs are, the more negative our automatic thoughts will be.

Our automatic thoughts echo our core beliefs. The more negative our core beliefs are, the more negative our automatic thoughts will be. cchapter EIGHTb Core beliefs Think Good - Feel Good Paul Stallard Copyright 2002 John Wiley & Sons Ltd ISBN: 0470842903 (Paperback) CORE BELIEFS Core beliefs are the fixed statements ideas that we have

More information

A Guide to Employee Motivation for Public Human Resource Managers

A Guide to Employee Motivation for Public Human Resource Managers A Guide to Employee Motivation for Public Human Resource Managers Austin Spears 1 Abstract: In the current economic and fiscal climate, the public sector is facing increasing demands from the citizenry

More information

Performance Management Overview

Performance Management Overview Performance Management Overview INTRODUCTION Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational

More information

A COMPREHENSIVE HUMAN RESOURCE PROGRAM FOR SMALL AND MID-SIZED ORGANIZATIONS

A COMPREHENSIVE HUMAN RESOURCE PROGRAM FOR SMALL AND MID-SIZED ORGANIZATIONS A COMPREHENSIVE HUMAN RESOURCE PROGRAM FOR SMALL AND MID-SIZED ORGANIZATIONS We are often asked by a client to implement selected aspects of our Human Resource (HR) programs based on the immediate need

More information

E-Learning Courses. Course Category

E-Learning Courses. Course Category Course Category Health and Safety E-Learning Courses Course Title Creating a Safe and Healthy Office Fire Safety at Work Health and Safety at Work Health and Safety for Managers Course Description The

More information

Lesson 3: HOW TO WRITE INTERVIEW QUESTIONS

Lesson 3: HOW TO WRITE INTERVIEW QUESTIONS Lesson 3: HOW TO WRITE INTERVIEW QUESTIONS Paula M. Schultz June 1995 Page 1 Overview Introduction In the last lesson, you learned how to write a job description. In this lesson, you ll learn how to write

More information

Creating a Culture of Inclusion

Creating a Culture of Inclusion Creating a Culture of Inclusion 23 rd Annual Governor s Equal Employment Opportunity Conference Mac Werner Research Associate Lynn T. Bertsch Director, Employer Engagement powered by UNIVERSITY OF KENTUCKY

More information

The Coaching Workshop: How to communicate and motivate in a coaching style

The Coaching Workshop: How to communicate and motivate in a coaching style The Coaching Workshop: How to communicate and motivate in a coaching style David A. Kahn, MS, LPC, LPCS The Counseling Center of Florence, LLC 323 South McQueen Street Florence, South Carolina, 29501 (843)

More information

The ILM Level 3 Diploma Programme in Leadership & Management consists of the following units, ILM credit values and guided learning hours.

The ILM Level 3 Diploma Programme in Leadership & Management consists of the following units, ILM credit values and guided learning hours. The ILM Level 3 Diploma programme is to give new or potential first line managers the foundation for their formal development in this role. In addition it provides the student with a solid foundation which

More information

Coaching the team at Work

Coaching the team at Work Coaching the team at Work Introduction While a great deal has been written about coaching individuals, there has been relatively little investigation of coaching teams at work. Yet in discussions with

More information

Keith R. Dutton, M.S., SPHR. Connor M. Walters, Ph.D., CFLE. Department of Management & Quantitative Methods

Keith R. Dutton, M.S., SPHR. Connor M. Walters, Ph.D., CFLE. Department of Management & Quantitative Methods Keith R. Dutton, M.S., SPHR Department of Management & Quantitative Methods Connor M. Walters, Ph.D., CFLE Department of Family & Consumer Sciences Illinois State University Understand what motivates your

More information

50 Tough Interview Questions

50 Tough Interview Questions You and Your Accomplishments 1. Tell me a little about yourself. 50 Tough Interview Questions Because this is often the opening question, be careful that you don t run off at the mouth. Keep your answer

More information

Ten Tips for Successfully Coaching Employees by Laurie Maddalena, CEO of Envision Excellence, LLC

Ten Tips for Successfully Coaching Employees by Laurie Maddalena, CEO of Envision Excellence, LLC What is Coaching? Ten Tips for Successfully Coaching Employees by Laurie Maddalena, CEO of Envision Excellence, LLC Coaching is a partnership you form with an employee that focuses on helping them learn

More information

Simplicity. Flexibility. Affordability. Customer Service. At Trakstar, we create incredible web-based Performance Appraisal Software

Simplicity. Flexibility. Affordability. Customer Service. At Trakstar, we create incredible web-based Performance Appraisal Software At Trakstar, we create incredible web-based Performance Appraisal Software Simplicity. Flexibility. We re Trakstar. We understand the importance of having a strong performance management process in place

More information

FIVE LASER-FOCUSED TALENT STRATEGIES TO BUILD A HIGH-PERFORMING SALES TEAM

FIVE LASER-FOCUSED TALENT STRATEGIES TO BUILD A HIGH-PERFORMING SALES TEAM FIVE LASER-FOCUSED TALENT STRATEGIES TO BUILD A HIGH-PERFORMING SALES TEAM FIRST WHO, THEN WHAT In Jim Collins NY Times Best Seller, Good to Great, there s a chapter called First Who, Then What. In it,

More information

Just Ask: Strategies for Engaging and Retaining Help Desk Professionals

Just Ask: Strategies for Engaging and Retaining Help Desk Professionals Just Ask: Strategies for Engaging and Retaining Help Desk Professionals by Beverly Kaye and Sharon Jordan-Evans Help Desk leaders want their talent to stay. And not just stay, but be satisfied, engaged,

More information

TOP 10 Best Practices for Recognizing Length of Service

TOP 10 Best Practices for Recognizing Length of Service TOP 10 Best Practices for Recognizing Length of Service Top Ten Best Practices for Recognizing Length of Service Most companies formally recognize tenure in some way. Odds are good that your organization

More information

The Relationship between the Fundamental Attribution Bias, Relationship Quality, and Performance Appraisal

The Relationship between the Fundamental Attribution Bias, Relationship Quality, and Performance Appraisal The Relationship between the Fundamental Attribution Bias, Relationship Quality, and Performance Appraisal Executive Summary Abstract The ability to make quality decisions that influence people to exemplary

More information

Sample interview question list

Sample interview question list Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?

More information

THE CUSTOMER COMES SECOND!

THE CUSTOMER COMES SECOND! THE CUSTOMER COMES SECOND! THE CUSTOMER COMES SECOND! To most of us, this statement seems so alien when, for the duration of our careers, we have had it drummed into us (as we have drummed it into others),

More information

The experiences of PhD students at the division of Solid State Physics: Effects of nationality and educational background

The experiences of PhD students at the division of Solid State Physics: Effects of nationality and educational background The experiences of PhD students at the division of Solid State Physics: Effects of nationality and educational background Background 43 completed PhDs at Solid State Physics from 2003 2012 (inclusive)

More information

Getting a Seat at the Table: New Perspectives for HR

Getting a Seat at the Table: New Perspectives for HR Getting a Seat at the Table: New Perspectives for HR If HR wants to get a seat at the table, then many of those working in HR will need to change their perspectives about their profession. By Gary Lear

More information

Case study: Improving performance in HR London Camden

Case study: Improving performance in HR London Camden Case study: Improving performance in HR London Camden The London Borough of Camden is in the heart of London and employs over 5,000 people. The borough s HR directorate has a major influence on the core

More information

PERFORMANCE DEVELOPMENT PROGRAM

PERFORMANCE DEVELOPMENT PROGRAM PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator

More information

Conducting Effective Appraisals

Conducting Effective Appraisals Conducting Effective Appraisals By Mark Williams Head Of Training MTD Training Web: www.mtdtraining.com Telephone: 0800 849 6732 1 MTD Training, 5 Orchard Court, Binley Business Park, Coventry, CV3 2TQ

More information

Make a positive connection with every student

Make a positive connection with every student 1 Make a positive connection with every student Try to learn each student s name at the beginning of the year. Greet each student. All students even challenging students should receive positive attention

More information

Quality Thinking in other Industries. Dominic Parry Inspired Pharma Training. WEB www.inspiredpharma.com GMP BLOG inspiredpharmablog.

Quality Thinking in other Industries. Dominic Parry Inspired Pharma Training. WEB www.inspiredpharma.com GMP BLOG inspiredpharmablog. Quality Thinking in other Industries Dominic Parry Inspired Pharma Training WEB www.inspiredpharma.com GMP BLOG inspiredpharmablog.com Welcome The traditional focus on quality Quality in the eyes of GMP

More information

Performance Management Consultancy

Performance Management Consultancy Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management

More information

City of De Pere. Halogen How To Guide

City of De Pere. Halogen How To Guide City of De Pere Halogen How To Guide Page1 (revised 12/14/2015) Halogen Performance Management website address: https://global.hgncloud.com/cityofdepere/welcome.jsp The following steps take place to complete

More information

WEEK SIX Performance Management

WEEK SIX Performance Management WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary

More information

Performance Management Rating Scales

Performance Management Rating Scales Performance Management Rating Scales When looking at Performance Management, a 5 point rating scale is the most common. A CIPD report suggests that: 47% of companies use 5 point scale 28% of companies

More information

Motivation and performance management

Motivation and performance management Motivation and performance management Outline Management styles Motivation Performance Management Feedback Appraisal Termination 2 Theory X Lower order needs Primary interest is money Top down Fear and

More information

YOUTH SOCCER COACHES GUIDE TO SUCCESS Norbert Altenstad

YOUTH SOCCER COACHES GUIDE TO SUCCESS Norbert Altenstad The Reason Why Most Youth Soccer Coaches Fail Lack of knowledge to make and keep practice fun and enjoyable for the kids is really the primary cause for failure as a youth soccer coach, it s sad. It s

More information

Have You Talked to Your Customers Lately?

Have You Talked to Your Customers Lately? DIGITAL TELEPATHY Have You Talked to Your Customers Lately? A 7-Step Guide to Enterprise Customer Interviews. Table of Contents 00. INTRODUCTION 01. BUILD YOUR TEAM 02. CREATE A RESEARCH PLAN 03. NARROW

More information

TIPS TO HELP YOU PREPARE FOR A SUCCESSFUL INTERVIEW

TIPS TO HELP YOU PREPARE FOR A SUCCESSFUL INTERVIEW TIPS TO HELP YOU PREPARE FOR A SUCCESSFUL INTERVIEW Preparing for the Interview RESEARCH Don t forget to research the organization/company before the interview. Learn what you can about the workplace prior

More information

What is Executive Coaching?

What is Executive Coaching? What is Executive Coaching? And Why Your Competitors Require It Produced by David Couper Consulting May 2015 The US economy, like its people, seems increasingly fragmented. In the media, we hear a lot

More information

Potential Interview Questions

Potential Interview Questions Potential Interview Questions Listed below are some questions commonly asked by employers during interviews along with some hints about how to best answer each question. Outline or write out your responses

More information

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement!

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement! Valuing Diversity Cornerstones 1. Diversity is about inclusion and engagement! 2. The most important issue is always human dignity and total quality respect! 3. Prejudice is eliminated by developing high

More information

Easy Casino Profits. Congratulations!!

Easy Casino Profits. Congratulations!! Easy Casino Profits The Easy Way To Beat The Online Casinos Everytime! www.easycasinoprofits.com Disclaimer The authors of this ebook do not promote illegal, underage gambling or gambling to those living

More information

10) Which of the following parts of your work environment is NOT considered when making an office ergonomically correct? 10)

10) Which of the following parts of your work environment is NOT considered when making an office ergonomically correct? 10) Chapters 1-3 Study Guide: Business Management Name MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question. 1) Knowing about your company allows you to leave

More information

Being Accountable in Work and Life

Being Accountable in Work and Life Being Accountable in Work and Life Workshop Objectives > Define accountability > Become aware of your own level of accountability > Understand the importance of accountability and how it relates to work

More information

Mindset: The New Psychology of Success Carol S. Dweck, Ph.D.

Mindset: The New Psychology of Success Carol S. Dweck, Ph.D. Mindset: The New Psychology of Success Carol S. Dweck, Ph.D. Chapter 1: The Mindsets Chapter 1 presents the two different mindsets fixed and growth. Ms. Dweck reveals that she came upon the idea of researching

More information

UNIT - 1 MANAGMENT DEVELOPMENT Lesson:-01 Nature of Management

UNIT - 1 MANAGMENT DEVELOPMENT Lesson:-01 Nature of Management UNIT - 1 MANAGMENT DEVELOPMENT Lesson:-01 Nature of Management Chapter overview: Nature, scope and process of management, historical evolution of management thought, different approaches and systems of

More information

is true for managers, team leaders and team members, individual contributors, professionals and executives.

is true for managers, team leaders and team members, individual contributors, professionals and executives. HOW TO GET THE MOST (FOR YOURSELF) FROM TRAINING WHY TRAINING? WHY NOW? If training is not important to a particular job today, that job probably will not be important much longer, either. What makes training

More information

The greatness gap: The state of employee disengagement. Achievers 2015 North American workforce survey results

The greatness gap: The state of employee disengagement. Achievers 2015 North American workforce survey results The greatness gap: The state of employee disengagement Achievers 2015 North American workforce survey results Greatness doesn t happen by chance it s the accumulation of daily successes. True greatness

More information

HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS

HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS CENTER FOR EFFECTIVE PARENTING HOW PARENTS CAN HELP THEIR CHILD COPE WITH A CHRONIC ILLNESS Parenting a chronically ill child is a challenge. Having a child with a chronic illness is stressful for any

More information

WHAT MATTERS MOST THE BEST USE OF LIFE IS LOVE

WHAT MATTERS MOST THE BEST USE OF LIFE IS LOVE WHAT MATTERS MOST Life is all about love. Because God is love, the most important lesson he wants you to learn on earth is how to love. It is in loving that we are most like him, so love is the foundation

More information

Finding and Applying for Teaching Jobs

Finding and Applying for Teaching Jobs Finding and Applying for Teaching Jobs Assess your strengths/weaknesses If you ve just graduated from college, you ve probably been so inundated by your hectic academic schedule that you haven t given

More information

The Performance Review Process: Facts and Fiction. Background

The Performance Review Process: Facts and Fiction. Background The Performance Review Process: Facts and Fiction Background Impact Achievement Group conducted a survey in Q2 2011 using a 10-point scale designed to measure the effectiveness of managers and supervisors

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

Implementing an Implementation Strategy for ISO 15189:2012

Implementing an Implementation Strategy for ISO 15189:2012 Implementing an Implementation Strategy for ISO 15189:2012 Michael Noble MD FRCPC CMPT/POLQM University of British Columbia Vancouver BC Canada mnoble@mail.ubc.ca What is Quality Management? Quality Management

More information

Cash Flow Exclusive / September 2015

Cash Flow Exclusive / September 2015 Ralf Bieler Co-Founder, President, CEO Cash Flow Exclusive, LLC My 2 Cents on The Best Zero-Cost Strategy to Improve Your Business To achieve better business results you don t necessarily need to have

More information

Managing Performance An Introduction/Refresher. March 15, 2000

Managing Performance An Introduction/Refresher. March 15, 2000 Managing Performance An Introduction/Refresher March 15, 2000 Agenda The process is a resource to help measure and improve performance. The Performance Management Process & Form Performance Planning Integrating

More information

Prayer Basics. Adults

Prayer Basics. Adults Prayer Basics for Adults (Lesson 1: Introduction) (A study guide resource built to accompany the book Prayer Basics: The Who, What, When, Where, Why, and How of Prayer and brought to you by the Office

More information

JHSPH HUMAN SUBJECTS RESEARCH ETHICS FIELD TRAINING GUIDE

JHSPH HUMAN SUBJECTS RESEARCH ETHICS FIELD TRAINING GUIDE JHSPH HUMAN SUBJECTS RESEARCH ETHICS FIELD TRAINING GUIDE This guide is intended to be used as a tool for training individuals who will be engaged in some aspect of a human subject research interaction

More information

Strategic human resource management toolkit

Strategic human resource management toolkit 19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement

More information