Manage performance march2012

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How any organization can unleash its employees' full potential for maximum performance and competitive advantage.


<ul><li> 1. T h e C h a z in G r o u p Achieve Optimal Performance The Chazin Group. 2011. </li> <li> 2. About ME BA in Comms (MBA Mktg) 20 Years In Corp. America Started Career as Recruiter Downsized 8X Mktg/Sales Background Launched Biz Consultancy in 09Contact me:T: (201) 683-3399EM: </li> <li> 3. J ob S e a rc hS t r a t e g ie s Me In t e r v ie w in g &amp;N e t w o r k in g C a r e e r C o a c h in g L if e / W o r k B a la n c e B u s in e s s O w n e rC o a c h in g H u m a n C a p it a lD e v e lo p m e n t P r o f e s s io n a lD e v e lo p m e n t S a la r yN e g o t ia t io n s </li> <li> 4. Your People Matter Most 4The Chazin Group. 2011. </li> <li> 5. Today, more than ever, organizations MUST find new ways to harness the untapped talents and creative energies of their employees, for their survival! 5 The Chazin Group. 2011. </li> <li> 6. Employees Matter Most Only 21% (1 in 5) of the employees surveyed are engaged in their work, and 38% admitted being partly to fully disengaged. Engagement was defined as employees willing to go the extra mile to help their company succeed.Towers Perrin March, 2008 Global Workforce Study. 6 The Chazin Group. 2011. </li> <li> 7. Employees Matter Mostat a time when companies are looking for every source of potential advantage, the workforce itself represents the largest reservoir of untapped potential. Julie Gebauer Towers Perrin Managing Director 7 The Chazin Group. 2011. </li> <li> 8. Employees Matter Most 88% of U.S. workers consider themselves creative BUT only 63% said their positions were creative. 75% of survey respondents thought their employers valued creativity. One in five said they would change jobs, even if it meant LESS money to be MORE creative.Survey conducted by IPSOS Research in 2007 to 564 adults commissioned by the FairfaxCounty, VA Economic Development Authority for the 2007 National Conference on theCreative Economy. 8 The Chazin Group. 2011. </li> <li> 9. Employees Matter Most In a 2008 study by Resources Global, 80% of global HR leaders believe the war on talent is a key &amp; enduring business issue in the next ten years. 9 The Chazin Group. 2011. </li> <li> 10. Leadership Versus Management! </li> <li> 11. Leadership: Its In You Management is detrimental; leadership is critical HERES WHY MANAGEMENT LEADERSHIPManagement (from Old French Possess a VISION A person who builds consensus,mnagement the art of conducting, guides, or inspires othersdirecting, from Latin manu agere to Generally refers to the position orlead by the hand) characterizes the office of an authority figureprocess of leading and directing all or The ability to get people to followpart of an organization, often a willingly About behavior first, skills secondbusiness, through the deployment Creates buy inand manipulation of resources(human, financial, material,intellectual or intangible) </li> <li> 12. Definitions Abound Possess a VISION A person who builds consensus, guides, or inspires others Generally refers to the position or office of an authority figure The ability to get people to follow willingly About behavior first, skills second Creating buy in </li> <li> 13. What Makes a Leader They may forget what you said, but they will never forget how you make them feel. Carol Buchner Many of lifes failures are people who did not realize how close they were to success when they gave up. Thomas Edison A leader is one who knows the way, goes the way, and shows the way. John C. Maxwell Too many people overvalue what they are not and undervalue what they are. Malcolm Forbes </li> <li> 14. T h h eC C h a izto G o o u p T e How ni nG Become ha z r rup a Leader Check YourselfWho Are You? People Have to WANT to Follow You Possess Self Knowledge Your Strengths &amp; Weaknesses Seek Opinions / Criticisms Become a Role Model Make Your Words Your Actions Your Actions Should Mirror Your Words 14 </li> <li> 15. T h e C h a zto G r o u p How i n Become a LeaderYour Five Step Plan Plan Have A Vision Share Your Vision Takes Charge Inspire Through Example! 15 The Chazin Group. 2011. </li> <li> 16. T h h eC C h a izto G o o u p T e How ni nG Become ha z r rup a Leader Be A leader in Your Own Image Hire Well Speak Well Fire Fast Develop learning agility agility 16 </li> <li> 17. How to Become a Leader Decisiveness Over Inclusivity Know Just Enough Tech Manage Time Work Long Hours Create a Positive Environment 17 The Chazin Group. 2011. </li> <li> 18. How to Become a LeaderPeople Are Following. Now What? Serve Peoples Needs Listen HARD! Keep Earning Their Trust Pursue Change Share Leadership Build Teams Leadership &amp; Development 18 The Chazin Group. 2011. </li> <li> 19. Good Resources dership 19 The Chazin Group. 2011. </li> <li> 20. Good Resources shtml hl=en&amp;lr=&amp;id=NES5RDKjkFQC&amp;oi=fnd&amp;pg=PA5 1&amp;dq=leadership+height+correlation&amp;ots=wax 9CapiFp&amp;sig=I85XEmyymiwfeCDYGNjwwoOrsL U#v=onepage&amp;q=leadership%20height %20correlation&amp;f=false 20 The Chazin Group. 2011. </li> <li> 21. Its About The People you Lead If I have seen further,it is by standing on the shoulders of giants. Sir Isaac Newton 21 </li> <li> 22. Conduct aHuman Capital Audit </li> <li> 23. How It Works Human Capital Audit Employee Jessica Rivera Client enters Job Function Customer Service Job Title Customer Svc. Mgr. Responsibilities Competencies Use? Action Timeframe Contingencies Resolve client Partner Customer care Limited &lt; 30 days issues with sales Enroll in Dsicuss product Product knowledge Limited product 30-45 days Course availability features training Resolve client Up/cross-sell NO issues AssignCoach other Team Individual Leadership NO coach/ment &lt; 30 days members available or 23 The Chazin Group. 2011. </li> <li> 24. Te h a z n Goal-SettingT h h eC C h a iz i nG G o o u p r rup Develop with DIRECT input from employees, their peers, and other Managers they support. Quantify...quantifyQUANTIFY! Make all goals STRETCH goals. Revisit on a regular basis, not ANNUALLY. Make all your goals SMART goals </li> <li> 25. T h h eC C SMART o u p Te r r Goal-Setting h h a iz i nG G o u p az n Specific: Well-defined to inform employees what is expected, when and how much. Specific goals enable managers to measure progress toward completion. Measurable: Provide milestones to track progress and motivate employees to achievement. Attainable: Success needs to be achievable with effort by an average employee, but not too low. Relevant: Focus on the greatest impact to the overall NY Hospital goals. Time-bound: Give enough time to achieve the goal, but not too much time to undermine performance. Goals without deadlines fall to day-to-day crises. </li> <li> 26. Coaching &amp; Mentoring </li> <li> 27. Coaching p r ru &amp;T h h eC C h a iz i nG G o o u p Te ha z n Mentoring Develop formal programs to align senior with junior staff. Ensure buy in from all. Incentivize for participation and engagement. Create incentives Make it a commitment Encourage feedback </li> <li> 28. Coaching p r ru &amp;T h h eC C h a iz i nG G o o u p Te ha z n Mentoring Metrics to Determine Success: Implement ideas to improve processes, improve efficiencies, streamline operations, reduce time to market, new products/services, and other revenue generating or cost-reduction strategies to best leverage YOUR COMPANY for future success Establish revenue objectives if applicable </li> <li> 29. Coaching p r ru &amp;T h h eC C h a iz i nG G o o u p Te ha z n Mentoring Goals and Objectives: Create a process to gather ideas from all areas of the Hospital. Develop a pre-funded program to back ideas for short and long-term marketplace competitive advantage. Develop cross-functional Team to review, process, streamline and facilitate the implementation of those ideas that will have an impact on the organization. Develop intellectual capital. Long-term retain employees that might leave to pursue opportunities to leverage ideas for new products, services, or businesses. </li> <li> 30. Good Resources A Mentoring Program to Reduce Turnover, Mark Noble, Best Practices in Aging Services. Coaching, Counseling, &amp; Mentoring: How to Choose &amp; Use the Right Technique to Boost Employee Performance, Florence M. Stone. 31 The Chazin Group. 2011. </li> <li> 31. Facilitate Optimal Relationships </li> <li> 32. T EnsureizOptimal h h eC C h a ni nG G o o u p Te ha z r rup Relationships Facilitate cross-functional teams. Doctors come down from the Mountain Top. Mediate BEFORE conflicts arise. ZERO tolerance for abusive behavior. Make team-building an ongoing strategic imperative. Prevent a Us Versus Them (Nurses, Doctors, administrators, staff) culture. </li> <li> 33. Reward &amp; Recognize </li> <li> 34. Te Reward/RecognizeT h h eC C h a iz i nG G o o u p ha z n r rup Praise often and openly, discipline privately. Recognize specific actions/accomplishments. Quarterly or bi-annual reward &amp; recognition programs. Build a recognition-based culture throughout the hospital. Not just TOP-DOWN: direct reports should be able to nominate managers and peers. Tie ALL rewards to performance metrics. </li> <li> 35. T h h eC C h a iz i nG G o oyour Te Survey u u p ha z n r r p people To gauge overall employee satisfaction with the level of recognition you provide, ask them: To what extent do you agree or disagree with the following statement, My direct supervisor or manager does a good job recognizing my accomplishments. Strongly Agree Somewhat Agree Neither agree not disagree Somewhat disagree Strongly </li> <li> 36. Te Reward ProgramT h h eC C h a iz i nG G o o...</li></ul>