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Welcome to the Institute for Human Resources Performance Management's 8th 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 8th since the Institute’s launch in June of 2011. Join Amanda Norris, one of HR.com's Institute Leaders as we take a look at what has been happening within the Institute for Human Resources Performance Management 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 Performance 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.
Research by McKinsey & Company and IBM Global Business Services says that 50% to 60% of companies fail to achieve some to all of their goals and objectives, with as many as 20% failing completely.
Why is this and what can human resources do to improve the situation?
There are a number of factors contributing to failure but none more than these two:
Employees who are expected to contribute to the achievement of the company goals and objectives:
1) Don’t understand how to do that and/or
2) Are unable to focus on company objectives because they are focused on their own self-interests.
If either or both are true, which they are to varying degrees in every company, failure is highly probable.
While the ultimate responsibility for goal/objective achievement rests with the CEO, that individual must rely on the efforts of multiple layers of staff to insure the company’s employees can do what is expected of them.
This, in turn, requires a coordinated company-wide effort overseen by one entity to the benefit of all. Who better to do that than Human Resources? Unfortunately, deservedly or not, when it comes to discussion regarding goal/objective achievement, HR is often excluded from the most senior levels of decision-making.
This presentation discusses the problem as well as what HR professionals can do to gain the trust of senior management regarding the value of their contribution helping to achieve the company’s goals and objectives.
While the specific course of action will vary company-to-company, circumstance-to-circumstance, the outline presented will serve as a framework for increasing the visibility and trust in Human Resources for this critical role.
According to Cutting Edge Information (Web site: http://www.cuttingedgeinfo.com/) 67% of the organizations today do not have a succession plan in place. HSC – Human Capital News Update (http://dreamlearndobecome.blogspot.ca/2010/12/most-companies-have-no-ceo-succession.html) reports that 49% have not put a plan in place in the last three years. We see that some organizations may have a plan written but have not executed on it and likely have not done any development work on the successors that are identified in the succession plan. On an annual basis they blow the dust off the plan, make sure the names have not changed and then put the plan back on the shelf.
Organizations today are facing a number of people challenges. We have an aging workforce, a talent shortage, a leadership talent shortage, lack of succession planning – succession development, a mobile work force, and a work force that has a high level of disengagement.
This webinar will look at the definition of succession planning and its history. We will look at the business challenges that are facing most organizations today and how the lack of succession planning will have a huge impact on their success moving into the future. We will break down each business challenge or opportunity as we like to call them and see how succession planning can address the challenge. The webinar will provide a snapshot of some of the steps that are required in the development of a succession plan and the development strategy that is part of an effective implementation strategy.
We will examine the impact of not developing the successor. We will outline through the webinar the value add that mentoring can play in the succession planning and more importantly the succession development process. We will look at the knowledge transfer that must take place and the ongoing soft skills development all of which can be facilitated through a mentoring process.
This webinar will outline the Business value of developing a succession plan and a development strategy for the successors. We will speak to the success factors that will provide participants with a means to measure the success of their planning process.
Organizations must begin the succession planning process and must ensure that they have a succession development strategy as well. Don’t end your legacy on a bad note. Take the time to plan and implement properly. “Can you afford not to?”
Organizational change is an essential element for companies looking to create a sustainable competitive advantage. Change in organizations can be an exciting time for those who have invested in creating the change or who are part of the strategy building team who have decided to initiate the change. However, everyone does not respond well to change. Change has an individual meaning to each person it touches. The result can be conflict and disengagement from employees.
When organizations are in transition employees respond by utilizing their adjustment and coping skills. If the transition occurs for a long period of time the employee experiences a chronic state of adjustment and coping skills become taxed by the current circumstances. This creates reactions in employees that can be hard to manage and increases the employee’s tendency to display aversive behaviors. The aversive behaviors include decreased communication, productivity, engagement and performance.
Unfortunately the change resistant employee tends be perceived negatively by co-workers, subordinates, managers and peers. They are identified as abrasive, non-team players, lone wolves, aggressive, and instigators. The negative reputation and abrasive behaviors can become detrimental to the employees employment retention which increased the threats of loss and more change for the employee.
Often times the fight, flight or freeze response has been triggered for the resistant employee impacting their decision making, reasoning, responsiveness and disposition. However, once we understand their response is part of a brain based reaction. We can present strategies for helping them successfully manage the transition. Then the employee is free to reengage on an individual, team and organizational level again.
Along with being a fountain of knowledge and resources, Human Resource professionals are called on to provide individual support to their employees: they inspire, challenge, course-correct, mentor and question: in other words, they coach them. You most likely already do a good deal of this. This talk from Maren Perry, MA, PCC, an Executive Coach with thousands of hours of experience, covers the principles of what to do (and what not to do!) to take that support to the next level.
Whether it's an employee with a one-time issue or a group of high-potentials you plan to take under your wing for a long-term project, coaching is a powerful tool to have in your HR arsenal to move projects and people forward swiftly.
In this talk, Maren will use the International Coach Federation (independent accrediting body for coaches) list of Core Coaching Competencies to give participants a new tool box of skills to use with employees. Beginning with how to take active listening to the next level, Maren will explore how to ask powerful questions to create awareness, how to create an open environment for deep conversation and techniques for moving people forward effectively with velocity and accountability.
Maren will address common pitfalls HR professionals make in coaching their employees, and provide real life examples and case studies to accentuate the importance of various techniques.
Participants leave with a new coaching skill tool kit to use with their teams and a richer understanding of the value they can contribute to their employees and companies from utilizing them effectively.
Training Courses and Performance Management Systems are only parts of the people and performance development process, the 'formal' elements, if you like. Far more important are the day to day interactions on performance – managers' discussions with their people on goals, objectives, progress, feedback & reinforcement and so on – the employee feedback processes.
The problem here is that managers and leaders at all levels get promoted to (and sometimes beyond) their level of technical competence, generally with no preparation for the people side of their role. In this way, these leaders stifle their people instead of developing them, and often render formal training and performance management ineffective because they lack the insight and skill to get people using the new skills and knowledge back on the job, or help their people develop their performance to higher levels.
What often happens as a result of this is that managers end up putting themselves under severe pressure, allocating tasks, monitoring execution, fighting fires and solving their peoples’ problems. All this reinforces the commonly held myth that managers are ‘busy busy’ and too important to be concerned with their people. So, they tend to communicate by email, and sit, behind a closed office door, trying to stay on top of their ever increasing pile of work. Performance issues are dealt with in the annual Performance Appraisal.
What managers and leaders at all levels in the organization need is to grasp the importance of employee feedback processes, and how they are the crucial link in the people and performance development process. They need to get out of their offices and Manage By Walking Around (MBWA), having those vital conversations on goals, objectives, progress, and providing the right amount and type of feedback & reinforcement to their people.
The word “mentor” comes from The Odyssey, written by the Greek poet Homer. As Odysseus is preparing to go fight the Trojan War, he realizes he is leaving behind his one and only heir, Telemachus. By the time he returned, his son would be a grown man. He hires a trusted family friend named Mentor to be Telemachus’ tutor. Mentor is both wise and sensitive—two important ingredients of world-class mentoring.
The history of the word “mentor” is instructive for several reasons. First, it underscores the legacy nature of mentoring. Like Odysseus, great leaders strive to leave behind a benefaction of added value. Second, Mentor (the old man) combined the wisdom of experience with the sensitivity of a fawn in his attempts to convey kinging skills to young Telemachus. This session will focus on the challenge of conveying our hard-won wisdom to another without resistance. It will provide concepts and examples that ensure transfer of learning from a relationship to the realities of the work world..
Superior mentors know how adults learn. They know mentoring is not about smart comments, eloquent lectures, or clever quips. Mentors practice their skills with a combination of never-ending compassion, crystal-clear communication, and a sincere joy in the role of being a helper along a journey toward mastery. This session will provide contemporary insight into ways HR Managers can facilitate discovery and insight to create better overall employee performance. This session will also focus on what the HR department can do to help foster a Mentoring environment in their organization.
Great mentors are not only devoted fans of their protégés; they are loyal fans of the dream of what their protégés can become with their guidance.
Government employees face enormous challenges today, including being stigmatized as underworked and overpaid. At the same time, they're being asked to solve some of our toughest problems including unemployment, security, poverty, and education. This is not an easy time to work in the public sector. Heated budget battles and rhetoric about the size, function, scope, and effectiveness of government have generated criticism not just of government but also of the public servants who deliver government services. It is the Human Resource team that has to overcome these obstacles to help create a positive and proactive work environment. One proven response to maintaining effectiveness in this difficult environment is to have HR reject the typical, one-size-fits-all approach to motivation and apply the science of engagement to dramatically improve employee performance.
Research has clearly and convincingly shown that improving employee engagement will drive higher levels of organizational performance, reduce turnover and yield other important outcomes. This session will focus on empirically-proven approaches to improve employee engagement, including:
• What employee engagement is and why it matters, including in government
• Why measuring engagement is important, how to measure it, and how to act on the results
• The key drivers of employee engagement
• What public sector organizations have done to improve – and sustain – high levels of, engagement
• The role of HR in improving employee engagement
This session will be based on the speaker’s book, Engaging Government Employees: Motivate and Inspire Your People to Achieve Superior Performance, published by the American Management Association. While the main focus will be on government and nonprofits, the material presented will also resonate with private sector firms.
Part 1 – Using too much energy on Busy Work. While people easily understand that we only have a limited amount of time in a given day, the concept many people struggle with is that we only have a limited amount of mental energy in a given day. When most people think of energy, they think of physical energy. Physical energy is easy to quantify. You can only run, walk or do any physical activity for a given period of time, until you are tired and worn-out...
Part 2 – Chasing the wrong goal. One client, we will call him Matt (not his real name), was a brilliant Information Technology employee. Matt was (and still is) a very creative guy and can see the possibility in any situation. Matt was always looking for a way to make things better. He was always either trying the latest and greatest thing or taking a simple project and making it complex. On top of that, he was in a state of denial about why he was trying all of these different things. Find out what we did to get him on the right path...
Part 3 – A surefire way to get employees to understand when they need to change. While it’s easy for us to tell people they need to change, unless they see the need for change themselves, they won’t do anything about it. There are a number of assessments out there that are fantastic. When coupled with two bookend/supporting processes, employees will become keenly aware when they need to change and have the tools to do so...