Improving Employee Performance. Why Look at This in Depth? Competitive Edge Cost Effectiveness

Improving Employee

Performance

Why Look at This in Depth?

Competitive Edge Cost Effectiveness

Focus on Knowledge Need for Service

Increasing Diversity Forecast Skill Shortage

Two Main HR Systems Training & Development Performance Management

Performance Management

Performance Management Defined

A technology for creating a workplace that brings out the best in people while generating the highest value for the organization

A technology of behavior change based on the science of behavior analysis

Applied Behavior Analysis Answers These

Questions Why we act as we do How we acquire habits How we lose habits

What Performance Management is Not

Performance appraisal Organizational hierarchy Rigid narrow system that limits

initiative & creativity Common sense “Atta boy”, warm-fuzzy, pat-on-

on-the-back, or One-Minute Manager

What Performance Management is

Driver of business results System for maximizing all kinds of

performance Creates enjoyable place to work Useful in enhancing relationships at

work, at home, in the community An open system

nothing illegal, immoral, or unethical No formal psychological training needed

EmployeePerformance

Factors that Influence Performance

PerformanceProblems

RequiredPerformance

Actual Performance

PerformanceGap

- =

Job study Task analysis Talk to

manager Outputs Job

description

Time studies Performance

records Sales Errors Accidents

Survey Interview Observation

How can this formula help youin dealing withperformance problems?

Types of Job Performance Records

Outputs Costs Time Quality

Types of Job Performance Records -

1 Outputs

output/hour items sold units produced inventory turnover shipments tasks completed work backlog money collected forms processed cases handled productivity

Costs sales expense unit costs costs/account cost savings budget variances program costs employee turnover grievances safety violations

Types of Job Performance Records -

2 Time

overtime processing time lost days repair time completion time training time work stoppages order response late completions equipment downtime supervisory time schedules met break-in for new people absenteeism excessive breaks time saved

Quality error rates re-work inventory adjustments rejects scrap product defects shortages accidents objectives not met waste deviation from standard product failures customer complaints employee complaints job satisfaction

Identify Cause(s) of the Problem

Most employees would do it if they knew it.

Poor job performance always has a cause. In the overwhelming majority of situations, when you discover a gap between required performance and actual performance, it will be one or more of these seven factors of job performance:

Causes of Performance Problems

Knowledge & skill Capacity Standards Measurement Feedback Conditions Incentives & motivation

Solutions for Performance Problems

Knowledge & skill provide classroom,

self-paced instruction provide practice, job

aids, coaching Capacity

change personnel Standards

develop/publicize Measurement

develop/revise

Feedback provide, improve use

Conditions reorganize, upgrade,

redesign, reduce interference

Incentives provide/strengthen positive

consequences remove/weaken

negative consequences for good performance

positive consequences for poor performance

Solutions for Performance Problems

Feedback provide, improve use

Conditions reorganize, upgrade,

redesign, reduce interference

Incentives provide/strengthen positive

consequences remove/weaken

negative consequences for good performance

positive consequences for poor performance

Knowledge & skill provide classroom,

self-paced instruction provide practice, job

aids, coaching Capacity

change personnel Standards

develop/publicize Measurement

develop/revise