Performance Management

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 Amanda Norris, 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.

According to recent studies most organizations are doing poorly on attracting and retaining talent, creating cultures of trust and engagement, and aligning employee goals with organizational goals. According to Blessing and White’s latest Employee Engagement Survey, only 31% of employees are engaged.

One major cause of these poor results is a “feedback disability” in the cultures of our organizations. Most managers are unable or unwilling to frequently deliver quality feedback to employees.

Managers most often avoid giving it and employees most often resist receiving it. Furthermore, there is resistance (both personal and structural) that prevent employees from giving feedback to each other.

This "feedback disability" creates a dysfunction that contributes to the organization's inability to effectively and efficiently achieving its strategic objectives and serving its customers.

Fearless Feedback is a leadership model and set of tools that enable organizations to meet these challenges head-on and excel in the face of challenging times. Fearless Feedback improves the work environment so employees take responsibility for their own development and willingly improve the quality of their interactions. Fearless Feedback results in higher quality communication between individuals and departments. Employees are able to take much greater personal responsibility for their development and their results without depending upon waiting for management to give feedback.

Fearless Feedback ultimately results in superior quality improvement of an organization’s products and services.

In this step-by-step 60-minute presentation, you will learn:
• A leadership model and tools that enable anyone to improve their ability to facilitate the most effective performance discussions
• Why and how our leadership must evolve to address these enormous economic and human resource challenges
• How to start the evolution for yourself and your co-workers
• Two Tools that can begin to create a workplace environment that results in Fearless Feedback
• What you can do now to adopt the Fearless Feedback model for your team

Employees have spoken – and less than half of them are satisfied with their reward and recognition programs. Do you know how effective your programs and program investments are? To lead, manage and motivate 'human resources' requires us to have new, deeper insights into human behavior theory and what drives people to make choices and take action. To that end, this webinar will share some of the latest in human science, particularly from the area of social cognitive neuroscience and behavioral economics that shed new light on what really makes us tick. Further, we will look at a recent study fielded by Maritz Motivation Solutions, in conjunction with The Maritz Institute, which was conducted to help employers understand employee values, attitudes, intentions, and reward and recognition preferences. Results showed less than half of employees feel meaningfully rewarded and recognized, despite increased spending among companies to improve employee reward and recognition programs. In addition, the study indicated a relationship between how effectively employees felt rewarded and recognized and several factors that can be improved with good program design. The study also identified a relationship between feeling meaningfully recognized and levels of overall employee engagement. The study asked respondents questions that categorized them into one of four primary value segments– Altruists, Drivers, Pioneers and Stabilizers. By understanding the values held by each of these employee segments, companies can develop approaches that take into account the wants, needs and motivators for distinct employee groups. This knowledge can help companies tailor communications, rules, rewards and recognition to meaningfully engage more employees in achieving the company’s mission and goals, and help better align business and personal goals for mutual benefit.

There are many ways to look at career development. Every individual is accountable for their own career development. However, the employer has to understand how important career development has become within their workforce due to the continual change.

We will look at the five critical aspects of career development. Without knowing these aspects, you will not be able to provide superior results in career development. You will be introduced to the Job DNA™ which is the information nucleus that all talent management functions rely. We will finish off with the interdependence of career development within your HR and talent management departments.

Career Development has taken on a much bigger role within the workforce. The multi-generational characteristics of today’s workforces have put a premium on career development. In fact, talent management in general has become critically important in retaining and recruiting personnel in order to increase workforce performance.

It is important to think of career development as both a retention and a recruiting benefit. When you can assist people in reaching their goals through career development they are going to remain with your organization. When you can define the current opportunity as well as plan out possible career paths for a potential hire, bringing on the talent that fits your organization’s requirements becomes much easier.

Understanding the connection between career development, retention and recruiting is not a big jump for many people. When you start to demonstrate how career development goes hand in hand with employee engagement, succession and replacement planning, and performance management, then you can really appreciate the interdependence of talent management functions.

Whether you know it or not, people in your organization have one or more barriers or obstacles to reaching the top level of performance that every organization needs to be successful. If you’re one of the millions of people who don’t realize these obstacles and barriers exist and only see the end result of the barriers (for example, your organization is not succeeding at the level you want) that’s ok – for now. Many organizations who consider themselves successful have no idea that they could easily increase their profits 100%, 200% or even 500% by having their employees eliminate their unseen barriers.

The key to breaking through and eliminating these barriers is for the people in your organization to master their mindset. In some cases, this involves being completely comfortable with the way they are thinking and in other cases, it involves transforming their mindset. Because when people change the way they think about things, the things they think about change. In this session, you will learn some of the keys to breaking through hidden barriers and helping people in your organization to master their mindset.

Right now, you may be thinking – “forget about the hidden barriers, it’s the ones I already know about that need to be fixed”. I agree, the visible barriers need to be resolved – however – most (if not all) of the visible barriers are a direct result of these hidden barriers and without eliminating the hidden barriers, you might as well be beating your head against a brick wall.

Let’s start your journey… now!

Everyone Owns the Result: How Leaders Can Instill Accountability from Top to Bottom!

Every time someone in your organization engages in unaccountable behavior, there is a cost. You waste time. You waste money. You move further away from the results you need.

If everyone in your organization isn't fully accountable, who's accountable for that?

When we make agreements with each other to be fully accountable, we are all leaders.

Using the key principles of accountability outlined in "The 85% Solution," this presentation shows leaders (and everyone is a leader) how to teach and model personal accountability. You will learn to:

-Understand what accountability is and the benefits it produces
-Measure exactly how accountable your organization is
-Identify unaccountable behaviors in your organization and learn how to STOP them
-Outline what your accountable organization looks, sounds and feels like
-Learn the key agreements that people within organizations must make with each other to instill complete accountability from top to bottom

The 85% Solution: How Personal Accountability Guarantees Success – No Nonsense, No Excuses is Galindo's "accountability primer." The book offers a re-framed approach to accountability – inviting everyone to understand that to be effective as a leader there has to be personal accountability. Leaders shift their internal voice from one of victim to one of total owner, whether results are good or bad, and expect their followers to do the same. Galindo says, "Leaders – and ultimately their followers – internalize 'it starts with me.' At that point an honest conversation about success can begin."

Everyone Owns the Result: How Leaders Can Instill Accountability Top to Bottom


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THIS IS A DEMO - NO CERTIFICATION CREDIT WILL BE GRANTED.

Ongoing feedback is essential for a high-performing workforce, yet so many organizations fall short in providing good feedback. And the research tells us that's a bad idea because feedback has a huge impact on employee engagement levels in your organization (Gallup). For example, managers who:

• Focus on employee strengths are 30 times more likely to manage actively engaged workers compared with managers denying feedback
• Focus on employee strengths are one third more likely to manage actively engaged employees compared with managers focusing on weaknesses
• Give little or no feedback fail to engage 98 percent of their workers

The good news is that there are great tools available in the Halogen Talent Management Suite™ to make feedback easier for managers and more meaningful for employees.

Learn more by attending our upcoming webinar:

Date: February 5, 2013
Time: 2:30 p.m. - 3:30 p.m. ET
Demo Expert: Sean Conrad, Senior Product Analyst, Halogen Software

What you’ll learn

In this Halogen Talent Management Suite™ demo, attendees will discover:

• How easy it is to provide feedback, recognize your employees, and improve engagement using Halogen eAppraisal™ and Halogen e360 Multirater™
• Features designed to help foster a feedback culture including Halogen Feedback Central™, a new tool that makes it easy for organizations to use feedback and drive higher performance
• How feedback can be used use across all talent functions, including performance reviews, succession, training and development, and more

Please plan to join us to learn how you can foster a feedback culture in your organization!

Register now.

Many of our accomplishments and most of the results we achieve in business happen through our communication and conversations with others. For this reason, we must strive for enhanced communications with those we work with to achieve better business results. Not all people are alike though, so not all business situations – or working relationships for that matter – demand the same type of communication approach.

Understanding our natural styles as well as other people’s individual preferences, then, is critical for us as leaders to communicate more effectively with those around us and achieve greater successes together.
Being “self-aware” is the first step and often the most effective and natural way for us to lead from our strengths. What comes naturally, however, will not work in all situations all the time. Being “other-aware” and “situation-aware”, then, allows us to determine whether our natural communication styles will work best in any given situation or whether using another approach by adapting would work better in order to produce our intended results. Through our enhanced awareness and broader capabilities as multi-dimensional leaders, we can successfully transform our experiences and relationships with others to turn our visions into reality!

In this highly interactive and engaging workshop, participants will evaluate their best experiences working with their fellow leaders and team members. They will also review several proven techniques for adapting their natural communication approaches and learn to leverage their individual strengths and unique talents to be more successful multi-dimensional leaders. Ultimately, the program delivers the tools and skills all HR leaders need not only to better understand organizational culture but also to positively influence it to produce better business results.