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Event Calendar / Performance or engagement management: What really improves knowledge worker performance?
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Performance or engagement management: What really improves knowledge worker performance?
Companies expend a great deal of time, mental and emotional energy, and money doing ‘performance management’. Yet there is little evidence that such expenditures produce the desired outcome – improved performance! In fact performance management often elicits unintended consequences that have just opposite of the desired outcome. Ask a room full of managers if they believe their performance system is effective and you are met with silence. Ask them if they like it and you receive a resounding ‘no’ with mutterings about ‘root canal’ and other anatomical references! If you ask a room full of employees if they believe the performance system is effective the resounding answer is a loud negative and with the word ‘favoritism’ bandied about. With users on both sides so unhappy and with concerns about effectiveness why does this practice continue to persist in its current form?
We persist because many of our beliefs and cognitive frameworks about employees are strongly rooted in the themes of Frederick Taylor’s work in the 1920s on the ‘scientific management’ of workers. Taylor. Taylor studied production workers and emphasized standardization by breaking tasks down in to ever smaller chunks, increasing efficiency through time and motion studies, measuring speed and accuracy, and by setting ‘piece rate’ goals. He made many assumptions about workers but core to his research was the idea that workers were ‘lazy’ and would do as little work as they could get away with. Performance management today has been greatly influenced by these beliefs.
But knowledge workers (including service workers) labor under much different circumstances than Taylor studied. How do we increase knowledge worker productivity when that very productivity is so hard to define? In this presentation we will review 40 years of research that clearly delineates what improves knowledge worker performance and what does not. The research clearly shows that the principles of employee engagement are far more effective than principals of employee performance management. We will examine the manager conversations, work place principles, and leadership practices that actually improve performance. We will present four examples of companies simplifying their performance management practices. Finally we examine the ‘cloud casting’ approach to gathering performance information that highlights transparency and motivation.

This presentation will focus the participant’s attention on common practices in performance management that actually demotivate employees and have a neutral or negative effect on employee performance. It will briefly examine the history of performance management and review the assumptions that we make about performance and people. We will look at the research that: 1) clearly shows that an ‘engaged’ worker is far more productive: and 2) what really motivates workers to perform at their best. The presentation will review what manager conversations, work place principles, and leadership practices actually improve performance. Finally we will review newly emerging practices in performance management at four ‘knowledge worker’ companies and the new ‘cloud casting’ approach to performance management systems.
04/10/2012 3:00 pm o'clock
04/10/2012 4:00 pm o'clock
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Who should participate:

OD & OE Practitioners; Talent Managers; Performance Management Administrators; Chamge Management Practitioners; HR Executives

What you will learn:

1)The leader and manager practices that actually improve performance? 2)The assumptions that current PM practices are based on and why they no longer apply. 3)Emerging changes in how companies are doing PM. 4)How ‘cloud casting’ technology can improve the effectiveness of PM systems

Recommended Resources:

"Drive", Daniel Pink "Once again: How do we motivate employees?" F. Herzberg, HBR
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