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Designing For Performance

Designing For Performance. Selecting Your Performance Technology. Designing for performance, part 2: selecting your performance technologies By: Watkins, R., (2007). Designing for performance, Part 2: Selecting your performance technologies. Performance Improvement, 46(2), 9-15.

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Designing For Performance

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  1. Designing For Performance Selecting Your Performance Technology

  2. Designing for performance, part 2: selecting your performance technologiesBy: Watkins, R., (2007). Designing for performance, Part 2: Selecting your performance technologies. Performance Improvement, 46(2), 9-15.

  3. Objective of the Article Describe systemic procedures to guide you through practical processes and valuable tools for identifying potential technologies, evaluating alternatives, and developing a system of performance-focused activities that accomplish desired results. By: Watkins, R., (2007). Designing for performance, Part 2: Selecting your performance technologies. Performance Improvement, 46(2), 9-15.

  4. Guiding Principles For intentions to be transformed into results, you have to select the right processes Align strategic ambitions with practical processes to accomplish worthwhile results

  5. Position I found the article to be a “must read” for novice Performance Consultants; having a model or concept relating to performance design in mind when entering the industry is a definite asset. The article succeeded in helping me frame the questions I had regarding: how to leverage the findings of a performance diagnosis or assessment, to design performance solutions that produced results?

  6. What is Performance? Performance is a combination of both behaviors (what people do) and performance (what people leave behind). Performance improvementis the results to be accomplished; you need to stay focused on performancebefore you make any decisions about how those results can best be accomplished.

  7. Performance Objective Performance Objectives define the results you wish to accomplish based on your analysis of the strategic ambitions of the organization. Accomplishing these results is determined by the set of performance technologies that you select for implementation.

  8. Planning for Performance • Performance Technology Assessment • Performance Technology Analysis • Performance Technology selection • Performance Technology Alignment

  9. Performance Technology Assessment Critical for deciding which performance technologies should be selected, designed, developed, and implemented

  10. Performance Technology Analysis Should not focus solely on problems, root causes, or quick-fix solutions, but also identify factors that will strengthen or increase results.

  11. Performances Technologies Selection For performance technologies to accomplish valuable results, you must identify, evaluate, and select the right mix of activities. Use a systematic and comprehensive process to identify the many performance technologies available for accomplishing each performance objectives

  12. Performance Technology Alignment Confirm that the selected mix of performance technologies is adequately aligned with the desired results & Verify that each performance technology is clearly linked to the results of the performance analysis and the performance objectives

  13. Case StudyEmployee Performance Improvement Strategy Performance Improvement Strategy First month: Verbal warning Second month: Written warning Third month: Final Written warning, 1 Day Paid Suspension five 5 Day Unpaid Suspension (and up to termination)

  14. Performance Technology • Assess • Analyze • Select • Align

  15. Summary & Conclusion Your model will depend on the values, mission, philosophy and vision that you hold true for yourself and your clients….

  16. Thank you!!!

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