Manage the development of high-performing employees through collaborative and constructive dialogue. By engaging employees daily in meaningful, performance-related conversations, managers build relationships and get results in a less awkward, more productive atmosphere.
Performance Management Through 5 Key Conversations is designed to help managers identify their skill level in engaging employees in 5 key types of performance-related conversations. The instrument allows managers to create a profile of skill level in each of the 5 Key Conversations (comparing self assessment with peer feedback), providing insight on the areas for improvement.
Identify conversational areas in need of development.
Compare perceptions with valuable feedback from direct reports.
Develop vital performance-related conversational skills.
Performance Management Through 5 Key Conversations is based on a review of relevant literature on performance management and coaching as well as the authors’ extensive experience working closely with line managers in global companies.
Each of the 5 Key Conversations between a manager and employee lead to clarity in direction and shared ownership. The quality of these conversations is determined by the extent to which mutual understanding is reached. Thus, the manager’s ability to listen, probe, and clarify are essential skills underlying all 5 conversations.
How It Works:
The assessment presents 30 statements regarding current practices as a manager in developing high-performing employees. In scoring the assessment, participants determine their Overall Performance Management Score. In addition, participants create a self-profile showing scores for each of the 5 conversations. Feedback forms submitted by peers provide the data to create a second — or “feedback” — profile. Finally, to prepare for meeting with employees, participants complete worksheets on each of the 5 conversations.
Uses for Performance Management Through 5 Key Conversations
Performance Management Through 5 Key Conversations is effective when used alone or as part of a management development program (flexible enough to be used at various stages). The instrument can be used in the following ways:
To establish a new approach to performance management in an organization.
To provide basic skills in performance management for new managers or supervisors.
To suggest an alternate or complementary approach to existing performance management techniques being used in an organization.
If the Feedback Form is used, the manager should have at least 90 days of experience managing his/her employees. It is ideal if the manager has been through a performance review process with the employees who complete the Feedback Form.
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Productivity is not about quantity. It's about doing the right task at the right time. Productive Work Habits is a customizable classroom program, e-learning program and self-study e-book designed to help employees and managers improve productivity and develop time management skills.
Available in 3 separate versions as a classroom training program, e-learning program, and e-book, Productive Work Habits is part of the Reproducible Training Library, a full suite of unlimited-use content that’s downloadable, customizable, and reproducible.
Productive Work Habits
Productivity isn’t about quantity. It’s about doing the right task, at the right time. In other words, it’s about recognizing what to do when. Productive Work Habits is a learning solution that helps individuals to do just that. New to the Reproducible Training Library, this classroom training program, e-learning resource, and e-book helps individuals to develop the positive habits they need to gain focus, prioritize tasks efficiently, become better organized, manage time, work more effectively with colleagues—and even create better work-life balance
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Performance Appraisal Skills Inventory
Help managers turn performance appraisals into productive and even enjoyable experiences. The Performance Appraisal Skills Inventory (PASI) first identifies strengths and weaknesses in six skill areas via an 18-item assessment. Participants then learn a simple 6-step process for conducting effective performance appraisal meetings.
Identify strengths and weaknesses in specific skills needed to conduct effective performance appraisal meetings.
Compare strengths and weaknesses in these skills with a norm. group of managers and supervisors who previously completed the PASI.
Learn a model for conducting effective performance appraisal meetings.
Research points the fact that most managers do not do a very good job of conducting performance appraisal meetings. One study (DeVries et al. ) of a high-tech corporation revealed that meetings often did not last long enough, did not lead to follow-up meetings to address issues that arose, and that most employees did not know the evaluation criteria prior to an actual performance appraisal meeting. Other researchers have found discrepancies in perceptions of managers and employees about what took place in appraisal meetings and whether a performance appraisal had actually taken place.
The premise of the PASI is that managers and supervisors could gain the ability to be effective at conducting performance appraisal meetings if they had a good model. The steps and skills of the 6-Step Performance Appraisal Meeting Model show below are all grounded in behavioral science research. They have been found to distinguish managers who are effective at conducting performance appraisal meetings from those who are less effective. (See Rackham and Morgan ).
The 6-Step Performance Appraisal Meeting Model
An effective performance appraisal meeting can be viewed as a process consisting of 6 steps:
1. Building a Relationship of Mutual Trust
2. Opening the Meeting
3. Identifying and Exploring Accomplishments and Concerns
4. Developing an Improvement Plan
5. Overcoming Defensiveness
6. Evaluating and Rating Employee Performance
More detailed information about the PASI model and theory is included in the Facilitator Guide.
How It Works
Using a pressure-sensitive form, participants respond to 18 situations and corresponding action options in connection with performance appraisal meetings. After scoring is complete, participants create a profile by plotting their scores for each of the six skill sets on a chart. To monitor improvement, the facilitator can later distribute a reproducible post-session inventory (included in the Facilitator Guide). By combining the results of the initial and post assessments, participants create an Overall Effectiveness Profile.
The Facilitator Guide includes optional activities and the reproducible article, “How to Get Extraordinary Performance from Ordinary People” — an excellent takeaway to introduce or reinforce the learning. In addition, each Participant Guide provides interpretive information and an action-planning section.
Uses for the PASI
The PASI works well as a stand-alone instrument, or as a component of a larger training initiative. It is appropriate for use with individual managers or supervisors in a department or work unit, or all the managers in an entire organization. The PASI can also be used with prospective managers to help them prepare for their performance appraisal responsibilities.
More specific uses include:
As part of a training program to introduce a new performance appraisal system
As part of a management training program to improve performance appraisal skills
As a development tool used by higher-level managers to coach lower-level managers in conducting performance appraisals
As a comparison tool to examine the effect of training by using pre- and post-training scores
As a follow-up activity
As an individual assessment tool
Additional uses and common reactions to the PASI are included in the Facilitator Guide.
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Work Satisfaction & Renewal Profile & Planner
Stellar employees may languish if they lack the incentive to perform. With the Work Satisfaction and Renewal Personal Development Planner, individuals take charge of their own professional development and set goals to achieve greater competence and motivation at work. The Planner offers a self-assessment as well as reflection questions to consider in creating an action plan. A companion tool, the Employee Development Planner, gives managers a guideline to support, motivate, and ultimately retain employees through feedback, coaching, and on-the-job development.
Discover the dimensions of work satisfaction.
Gauge employee competence and motivation.
Uncover a snapshot of an individual's current stage of professional growth.
Create a customized development action plan.Prepare for a career-development meeting.
The Work Satisfaction and Renewal Series was developed by integrating classic research on social cognition with more recent theories of situational leadership, career counseling, and adult development. Heider (1958) put forth the theory that success is the result of ability and motivation. One without the other is insufficient. The Competence-Motivation Grid illustrates this concept by combining an individual’s competence and motivation to perform his/her work. The intersection of these two dimensions results in four possible phases or “profiles” of personal development. Each profile is a discrete phase with particular needs and corresponding development actions that best address those needs.
The 4 Development Profiles
Learning Profile: Individual is probably an enthusiastic learner who is highly motivated to perform and hungry for any type of development opportunity.
Performing Profile: Individual probably has a need to be recognized appropriately for his or her expertise and contribution.
Holding Profile: Individual may feel that his or her true destination is elsewhere but he or she continues in a position because he or she has attained a comfort zone of sorts.
Struggling Profile: Individual may have performance problems that have already been addressed by a manager or supervisor. He or she may be in the wrong place at the wrong time and need to make an immediate decision to improve or leave.
How It Works
Individuals first identify 4 job skills needed for them to perform well in their work. Using pressure-sensitive forms, employees then respond to statements relating to job-specific skills, interpersonal skills, and motivators. After learning which statements relate to the areas within the Competence and Motivation dimensions, individuals score their assessments and create a profile. Worksheets then provide the means for reflection on strengths, needs, and future opportunities. The process culminates with an action plan, created in collaboration with a manager, to establish goals that meet the needs of the individual and the organization.
An optional exercise in the Personal Development Planner is a preparation worksheet for meeting with a manager to discuss results and an action plan.
The Employee Development Planner for Managers contains important background information and similar components to those in the employee Personal Development Planner. Features include worksheets to conduct a reflection process and action planning with the employee in mind and a meeting planner.
The Facilitator Guide includes separate workshop designs to train employees and managers.
Uses for the Work Satisfaction and Renewal Series
The Work Satisfaction and Renewal Series works well as a stand-alone toolset or as a component of a larger training initiative. It is flexible enough to be used at various stages of management and employee development programs.
Use the series to:
Establish an employee retention program to support key talent.
Provide employees with a self-empowering process to manage their own careers.
Impart employee-development management skills training.
Establish a complementary approach to an existing. employee/career development program.
What to Order/Product Contents.
Order one Facilitator Guide per trainer, one Personal Development Planner per employee, and one Employee Development Planner per manager.
Facilitator Guide includes:
The Competence-Motivation Grid,
Descriptions of the 4 development profiles,
Workshop designs (Employee and Manager),
Technical development, &
Personal Development Planner includes:
Pressure-sensitive response forms,
Dimensions of Work Satisfaction,
The Competence-Motivation Grid,
Descriptions of the 4 development profiles,
Reflection questions, &
Preparing to Meet with Your Manager worksheet
Employee Development Planner includes:
The Competence-Motivation Grid:
Descriptions of the 4 development profiles.
Employee Development Planner (including reflection questions and action planning).
Preparing to Meet with Your Employee worksheet.
Dimensions of Work Satisfaction:Go to HRDQ to order this tool:
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Framed Inspirations: The three keys to manage your attitude
In a perfect world we hear something once, record it in our brain, and never need to hear it again. Well, I don't know where you live, but my world is far from perfect. I have doubts, fears, and disappointments in my life, and occasionally need little "shots of inspiration" to inspire, to encourage, and to motivate.
I'm sure you heard the three keys to buying real estate...location, location, location. Today, I'd like to share the three keys to managing your attitude...reinforce, reinforce, reinforce.
Here's what Zig Ziglar had to say:
"When I speak, people often say, 'Zig, I like what you had to say, but for me motivation doesn't always last.' And I tell them, 'Bathing doesn't either. That's why I recommend it daily.'"
That's what I love about our beautiful line of 70 Framed Inspirations. The right words, with the right photograph, will bring an idea to life! It reminds us what's most important; it reinforces our personal goals and core values.
Today, I'm pleased to say that all our 70 Framed Inspirations can be found at Simple Truths.
Beautiful photographs and inspirational words set in a high quality 5"x7" wood frame with black lacquer finish and attractive felt back. Packaged in a convenient black gift box with gold cord.
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