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Welcome to the Institute for Human Resources Performance Management's 6th virtual event. Thank you to everyone for your participation and support. Over 1500 attendees have joined us to increase their expertise in Performance Management. They have been their journey to set themselves apart from their peers. Don't get left behind! Come join us and learn how to become a leader in Performance Management.
This two day event is the 6th since the Institute’s launch in June of 2011. Join Helen Spittle, one of HR.com's Community Facilitators as we take a look at what has been happening within the Institute for Human Resources Performance Institute.
During this short, 15 minute session we will review the progress of the Institute to date. We will review the certification program - have you signed up yet? If not, there’s still lots of time. Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for the next couple of months.
During this session we will:
• Introduce you to the Advisory Board
• Introduce you to the Institute and the Certification program
• Help you learn how to become an expert in the area of Performance Management
If you are new to the Institute for Peformance Management this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community.
For those with questions regarding the Institute and its content this is your chance to share your ideas.
Looking forward to your participation in this event.
If you are thinking of how to increase performance through performance management then you need to start where you end. What I mean by that is what defines great performance? The answer has to be defined by the question - why does the position exist? When you first defined the position there had to be reasons why it was created.
The job has a set of key accountabilities or responsibilities that need to be delivered. As you dig deeper you have a list of competencies and or skillsets that are required to deliver superior performance. Each one of these has a priority and a level of mastery required. There could also be a level of emotional intelligence required as well as a level of business acumen.
Understanding the characteristics of the position, the employee’s ability to deliver to those requirements and the actual performance all have to be looked at to determine the gaps, the success and any adjustments that may need to be made to increase performance. This can and should be done on a continual basis enabling a quarterly, 6-month or yearly performance review to be a summary of all the meetings that have taken from the last time frame review to the current.
Defining the job creates the base line from which performance can be measured. Without a solid baseline, your direction and levels of excellence are too fluid to be a valid measurement. Build the foundation by building the benchmark..
At the end of this session you will be to:
1. Describe the importance of a benchmark in the performance management process.
2. List the steps of a job benchmarking process.
3. Understand the benefits of utilizing a benchmark continuously in the performance management process.
Corporate Conflict Resolution practices have been in place for decades and they all revolve around a very traditional model of working. They have taught us about communicating effectively, watching for signals , tracking body language and paying attention to voice and face signals.
Research tells us 93% of the meaning of a message comes from nonverbal sources and 55% of that is from facial expressions. So what happens when employees can no longer see each other, when communication happens over email, text or chat?
By 2020, it is estimated that two thirds of corporate employees will work at least one day per week virtually. As well, 65% of virtual team members have said they have never been involved in an effective team-building meeting, and 36% of the team members had never met their coworkers face-to-face.
As the workplace migrates from the traditional model of the past to the mobile and virtual workplace of the future, it is imperative that organizations adapt to these changes. With email, conference calls, Skype, chat, and Web-conferencing, it's now common for people to work together and rarely see each other face to face.
These changes have impacted the way employees and teams not only work but how they disagree and resolve those disagreements. This interactive webinar will take you through the new world of Virtual Conflict Resolution and provide you with tools and practices you can bring to your organization. New ideas the information that include: Define Virtual Workplace Conflict, Identify sources of virtual conflict, Examples of Virtual Conflict, Best Practices, Resolution Scenarios and Creating an Action Plan.
There is no surprise that 89% of managers believe employees leave for more money, while 88% of employees actually leave for reasons having to do with the job, the culture, the manager or the work environment according to Leigh Branham author of The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late.
In a Leadership IQ Study, it was found that 46% of new hires fail within the first 18 months and only 19% of them achieve success in their new roles. Only 11% of the new hires left because they lacked the technical skills; the major reasons for turnover are poor communication skills, lack of motivation and cultural misalignment.
Both of these studies support a Gallup Poll that 71% of workers in the United States rate themselves as either “Not Engaged” or “Actively Disengaged” with a major shift by age group.
In this session, join Lynn Dessert - Executive, Team and Career Coach, Leadership Breakthrough, Inc. were she will discuss how turnover can be approached strategically by introducing a targeted job on-boarding process. If you are thinking of the traditional employee on-boarding programs that have been used for the last twenty years, think again.
The fact is that reducing turnover and increasing employee engagement requires the input of compensation specialists with understanding in motivation, reinforcement and performance based theories. Your role contributes significantly to the design of the job on-boarding process or program. The bottom line is when employees are engaged, the company prospers and Human Resources can measure that outcome.
Coaching for Higher Performance
The role of the manager is to provide whatever it takes to develop employees' skills, motivation, and confidence to excel. While the benefit of effective feedback and coaching is an organization where people feel more empowered, engaged and open to new challenges, many managers don’t feel confident in their skills to provide such feedback to their employees.
This session is for leaders and managers who wish to help their staff become more productive, engaged and effective. These skills will not only help employees, managers improve on their leadership skills, but ultimately help the organizations bottom line as well.
By attending this webinar, you will learn the importance of effective performance management practices, learn effective feedback and coaching skills, and begin to develop the foundation for managing people. This session will help leaders and managers increase the frequency and quality of their conversations about performance with their staff and ultimately see that competence is developed, commitment is gained, and talented individuals stay with the organization.
How You Will Benefit:
- Better able to coach employees to excel in their roles;
- Reduce amount of time spent on managing employees;
- Increase in personal quality and effectiveness as a manager.
What You Will Learn:
- How to identify challenges in an employee’s performance and understand the issues that may be interfering with their performance;
- To see the critical role a Manager plays through out the performance management process;
- To monitor the progress of their employees and ensure ongoing feedback and coaching support is provided.
Effectively Handling Difficult Performance Discussions
Managers often procrastinate or avoid having Difficult Performance Discussions. When these necessary conversations are ignored or not directly addressed, they are often acted out in unproductive ways that can be toxic to the team, department or the work environment within a company . How well we handle these “critical conversations” depends on how skilled we are at leveraging our interpersonal communication. Even when you have mastered having Difficult Performance Discussions, you might still encounter a Difficult person. This session will also provide HR professionals and managers with tips and tools to help control the most common Difficult personality types. By learning how to address these Difficult or awkward Conversations with more ease, you will not only reduce your own stress levels, but also gain more control and respect from those that you manage.
The Effectively Handling Difficult Performance Discussions webinar, will help HR Professionals and people managers maximize the performance of staff, coworkers and colleagues, both individually and as a team, by raising participants awareness of the different communication styles and tools required for different types of conversations.
How You Will Benefit:
You will understand the benefits for both you and others in having Difficult Performance Discussions;
Identify the challenges encountered when dealing with these Difficult Discussions;
Develop strategies to effectively identify, prepare for, engage in and respond to difficult performance conversations.
What You Will Learn:
How to leverage communication styles to have candid discussions on sensitive issues;
Learn how to recognize the “warning signs” of a Difficult Performance Discussion about to derail;
Identify the different types of difficult people and how to deal with and best approach them when issues arise.
Today’s business environment is more demanding than ever. HR professionals and their employees are required to do more with less, resulting in burnout, declining morale, and disengagement.
Can you relate? What if there was one simple shift that would yield benefits such as:
• Reduced stress
• More clarity of mind
• More zest for life
• Better decision-making ability
• Greater employee contentment & job satisfaction
• Increased productivity
• Reduced burnout
• And more
There is such a solution, and this "simple shift" is becoming more aware of -- and more engaged in -- this present moment.
Sound too good to be true? Just ask yourself: How often are you really, fully "here" in this moment? It's simple, but not so easy in the face of countless distractions and today's "always in, always on" lifestyle.
If you feel like you're struggling to keep up with everything, or if you're looking to renew your energy, passion and focus, attend this session and learn why companies like Google, Bose, Procter & Gamble and many more have implemented training programs to increase present moment awareness among their employees.
You'll also leave this session with five immediately actionable ideas that will allow YOU to overcome distraction and overwhelm and get back to the present moment so you can increase productivity, achieve your goals, get healthy and fit in the face of fast food and inactivity, and find simplicity and peace amidst chaos and confusion.
Life is an accumulation of moments, and as Jon Kabat-Zinn, author of Wherever You Go, There You Are, says, "Each moment missed is a moment unlived." Let's live for more of the moments in our lives.