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Welcome to the Institute for Human Resources Performance Management's 4th 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.
This session explores how flattened organizations and changing expectations for work satisfaction of employees have combined to make traditional career paths less relevant. Today’s employees are not bound by organizational loyalty and value careers that allow them to balance work and family obligations. Vertical advancement and success defined strictly by financial reward is not the end desire for all employees.
Changing demographics in the workforce and employee attitudes have contributed to the need for modern career paths that are flexible and allow employees to perform well and have high levels of job satisfaction. Organizations that recognize how employees define their success on the job and develop alternative career paths will retain their top performers. Organizational culture and values influence the career path decisions employees make.
Human resource managers and line managers have an obligation to understand and support career development needs of their employees so they are challenged, motivated and have an opportunity to contribute to the fullest extent throughout the career transitions they may take.
Topics that will be discussed are: Why old career paths are gone; Changing view of career success; Organizational structures and career path alternatives; Coaching strategies that aid employee development; Employee growth strategies; Alternative career path options and considerations; Retention issues and strategies; Role of HR in career path guidance; and Best practices.
Conference attendees will: Increase their understanding about the drivers for more flexible career path options; understand the framework that leads to successful employee retention, and; gain insight on how to guide leaders and managers in their organizations with respect to this process.
If you remember only one thing from the presentation, remember this:
If your incentive plans incorporate these three elements they will be more effective:
The broad objectives for the presentation are as follows:
- Gain and understanding of different methods of designing effective incentives.
- Develop meaningful KPIs specific to your organization that relate to incentives.
- Gain an understanding of a framework for creating a dashboard system for your organization that will enhance engagement and understanding of your plan and incentives.
Performance and compensation are traditionally measured against targets that are fixed, agreed upon in advance and the result of negotiation. In a nutshell, incentives are traditionally tied to the budget. Traditional budgeting is broken, as are the incentives included in them.
Best-in-class companies use relative measures and focus on incentives that incorporate elements of motivation that include autonomy, mastery and purpose goals. By creating goals focused on these elements of motivation (autonomy, mastery and purpose) incentives can be aligned properly to elicit desired behaviors, driving higher performance and higher worker satisfaction simultaneously.
These changes require a paradigm shift, not just small incremental changes, so communication is a critical part of the equation and everyone involved in the process needs to communicate effectively throughout the process.
With some important exceptions, research has shown conclusively that high reward levels can lead to poor performance, yet traditional incentives are "carrot and stick" rewards. "If you do this, then you get that" type incentives are not used as extensively in best-in class organizations.
We will explore how different factors can be incorporated into incentives to drive performance and behavior to enhance employee engagement and bottom line business results.
Do You struggle keeping up?
Are you feeling frustrated or stressed with a to-do list and no time to do it?
Have you ever had a workload that felt insurmountable?
Do you feel like there’s never enough time...and not any left for you?
There are only 24 hours in the day. How do you make the most of it?
In today’s world, we have more on our plates than ever before (and more coming in faster and faster). Today’s knowledge workers spend more than half of their work days managing meeting requests, dodging distractions (both human and technological), coping with multiple communication channels (email, paper, instant messaging, texting, phone calls, verbal…)and shoveling out from information overload and time restraints. Why does it seem that it is so easy for some professionals to accomplish their tasks more effectively in less time and so hard for others? I don’t have a magic bullet….but I CAN help participants start playing at the top of their game by taking better control of their lives and their workdays. We’ll look at why being “busy” isn’t the same as being “productive” we will review the fundamental secrets to increasing your time, living less stressed, while having more satisfying results. Participants will be grateful when they discover how to use simple yet powerful techniques, tips and shortcuts that are easy to implement immediately. Many professionals want to focus on their priorities, filter the distractions, accomplish their tasks and balance their lives; with this program they will get techniques and tips to ignite start their productivity.
“Measuring Performance and Taking Timely Appropriate Action." It's a simple definition of Accountability. Why then do we as managers have such a difficult time with this concept? When asked, managers say accountability means confrontation --- something they would prefer to avoid. But they are very pleased to find that confrontation and accountability don’t necessarily go hand and hand.
Most managers agree that an accountability culture is a key element of performance success. What role does it play in success? In an organization where accountability is part of the culture, employees understand that they have responsibilities to perform for the good of the organization, and not just a 'job' to put in their time. How can we institutionalize this concept? How can we make it easier to implement? How can help employees WANT accountability?
This 1 hour webinar presetst MAP’s proprietary Vital Factors System as a method for implementing accountability in your organization. The system includes regular meetings with peers and management to review both individual and team performance. The environment of accountability grows and the team grows. Soon, accountability grows as team members hold each other accountable for goal achievement. We believe that while implementation is a process that takes time, it is relatively simple to get started. MAP has been utilizing this system to help companies achieve consistent and predictable performance for over 50 years. Participants will gain practical tools and concepts for improving organizational performance.
A solid understanding of the views of the various generational cohorts can help a potential employer to best recruit, engage and retain employees. Connecting with the various generations can be a difficult prospect. Generational diversity in the workplace is not going away – and neither are the tensions that exist between the generations. Are you having difficulty understanding why your manager “doesn't get it?” Do you experience frustration when your ideas are dismissed because you “lack experience or are considered “old school?” At a loss as to what your “younger” employees consider acceptable workplace behavior? Do you find yourself “rolling your eyes” or “scratching your head” when trying to communicate with those from other generations in your organization? If issues of ageism and generational values seem to surface more frequently - and you’re feeling at a loss about how to communicate and what do about them – then this session is for you!
Welcome to the contemporary workplace populated by Traditionalists (yes they’re still around), Baby Boomers, Generation X'ers, Gen Y, and Millennials, five generations whose radically different formative life experiences over the past 50 years have helped shape both their personal and professional values and attitudes. Today's generational differences uniquely challenge work relationships across generational boundaries. Understanding and bridging these boundaries is imperative to being competitive in today's business environment.
In this program, participants explore the high level differences and similarities of the various generational cohorts, events that have helped shape their values and attitudes, and how they engage with the workplace and with each other. “Younger” and “older” participants virtually come together to learn about and share their own and other age cohorts' values, work orientations, and communications practices.
Seventy percent of organizational change efforts fail due to miscommunication. In today’s turbulent work environment change is about the only constant. Almost everyone has experienced some sort of change in the workplace from a simple change (new technology, change in work processes) to a complex change (new leadership, new organizational structure).
Employees typically resist change in organizations for several reasons: 1) they experience uncertainty and fear about the potential impact on their jobs and roles in the organization, 2) they feel they had insufficient opportunity to give input on the change, 3) they feel their skills may not be valued, and 4) the purpose and goals were not clearly communicated by leaders or understood by employees.
When employees are not properly communicated with during a change, they start reaching their own conclusions, which leads to gossip and rumors. That creates a breeding ground for conflict and a toxic environment, as well as the need to replace valuable employees as job satisfaction decreases and turnover increases.
The role of clear communication during an organizational change is paramount for a successful change implementation. How, when, and who the organizational change is communicated to has a major impact on whether employees will resist or support the change and whether the change succeeds or fails. This webinar will focus on successfully leading an organization through change by effectively communicating with employees, customers, and stakeholders, so that they are excited about the change, see the value of the change, and actively participate in making the change successful.
• Avoid 4 major communication mistakes that alienate employees
• Prevent resistance and defuse conflict
• Utilize best communication strategies to gain employee support
• Overcome barriers to planning and implementing a successful change
• Deflect uncertainty and anxiety surrounding organizational change
• Create alignment between organizational culture and the change
360-degree feedback can be a powerful tool when it provides the impetus for an employee’s developmental process. It becomes a burden when organizations fail to implement action plans based on evaluation results. Studies have shown that organizations spend significant time and money on conducting 360s, and thus have little incentive to funnel additional resources into follow-up activities. Consequently, multi-rater feedback is a privilege given only to employees deemed ‘high potential’.
Technology is the key to unlocking the power of 360s. In collaboration with Stanford, UCLA, and The Wharton School of Business, we’ve developed a cloud-based assessment platform that streamlines the entire process, from creating questions and competencies, to launching the forms, to gathering the data in real time and designing reports. This has revolutionized the way our clients use 360 feedback to develop and manage the talent that contributes to their organization’s objectives.
First, it gives development programs the opportunity to expand vertically to all levels of an organization. One of our clients is in the process of administering over 30,000 assessments to its employees. One of the largest companies in the multinational banking services industry aims to invite all 70,000 of its employees. Cloud-based technology, with an intuitive user interface, a free form report editor, and total control over creating and launching the form, all at an extremely low price-point, gives organizations the leverage to conduct 360s on a massive scale.
Second, people are also considering new ways to change 360s into a 180, or a round-robin, or a multi-rater assessment with various teams acting as participants. Such flexibility within our system generates new ways to approach 360s that are unique to the organization’s structure and behavior.
In short, today’s technology taps into the true potential of 360 evaluations. Organizations can make such feedback available to all of its employees, not just the ones at the top of the totem pole. Customized questions and competency libraries provide tailored forms and more accurate results. As 360s processes become more efficient and cost effective, organizations gain greater flexibility in how they turn feedback into real development, on both the individual and collective level.
NOTE - This webcast does not qualify for HRCI credits
Teamwork by Design... Not by Default: Building healthy and effective teams in workplaces is essential to surviving the conflict and changes. Healthy and resilient teams will be most prepared for an economic upturn and ongoing organizational dynamics. Many teams, such as project teams and human resource departments, are designed for one specific purpose, and are diverse in their composition. All teams experience challenges with specific aspects of difficulty such as communication, trust, synergy, authenticity, relationship, accountability, process, and results. This session will provide an overview of Charmaine Hammond’s insights on eight team challenges, practical strategies to build a learning culture, and the essentials for moving through the various challenges by design, instead of by default. By attending this webcast participants will: 1. Discover the big eight hurdles that each and every team encounters at some point 2. Explore how to create healthy productive collaborative teams and move beyond these challenges 3. Identify their Working Style and learn how that information can help them to work more effectively and efficiently with others 4. Be introduced to five essentials for building successful winning teams by design (not default) • Participants will be provided ideas they can use with their teams such as job aid cards and team checklists • Three case examples will demonstrate practical strategies for moving through three of the eight specific challenges • Participants will also discover five approaches to building teams that stand the test of time. This will be a unique insightful presentation for all human resource departments.
IBM’s last Global CEO Study named creativity as the number one leadership competency needed to successfully compete in the 21st century marketplace, according to 1,541 CEOs, general managers, and senior public sector leaders polled worldwide. These leaders expect their top talent to practice and encourage experimentation and innovation throughout their organizations. They join education and business experts in calling for an increased focus on developing creative thinking skills for achieving higher levels of innovation.
In this session, participants will be introduced to the universal creative process and a framework for understanding how they engage in that process called FourSight. By understanding and recognizing different types of creative thinkers, HR professionals will have the basis for developing this essential leadership competency while enabling teams to increase their creative capacity. The FourSight framework enables attendees to focus their creative problem-solving on resolving complex situations, encouraging innovative thinking, and working with their clients to more effectively create targeted, well-considered solutions. Participants will come to understand their unique patterns of thinking and learn to steer themselves more deliberately towards their goals. This field-tested framework helps to demystify the process of creativity and innovation so that any team can achieve performance breakthroughs.
Every organizational development consultant relies on a variety of tools to meet their clients’ needs. FourSight developed by the International Center for Creativity SUNY Buffalo, is a relatively new tool designed to engage teams desiring more innovative outcomes. As a result of this session, participants will be able to:
• Describe the stages of the universal creative process
• Explain how cognitive preferences for different stages of the process can play out among teams
• Learn to identify their own and other’s preferences
• Use new tools for engaging clients toward producing innovative results.