EMPLOYEE PERFORMANCE PERFORMANCE Knowledge Skill Motivation Enviroment .

€ .PERFORMANCE GAPS The difference between what people are doing now and what we actually want them to do. € This can be very satisfying to solve the fundamental problem rather than the quick fix. € Most of the problem which we are facing today are yesterdays problem that come back to hunt us.


PERFORMANCE ANALYSIS € € € In performance analysis we analyze the causes for a performance gap before implementing solutions. . Some time also known as Diagnostic problem solving Only 30% is applied that the people have learned.

PERFORMANCE ANALYSIS problem Quick Fix Diagnose causes Re Fix Re Fix Solutions .

Two Different Approaches € ‡ THE DIAGNOSTIC APPROACH Strengths Solutions based on causes are mostly to work first time Weaknesses Can take time. paralyze by analyze THE QUICK FIX Strengths Allows instant action and the impression of progress Weaknesses You can waste time by fixing the wrong thing ‡ € ‡ ‡ .

THE CHANGE CYCLE € Many people don¶t realize that individual and teams can move forward and backward through this change cycle Complacency Resistance ` Positive anxiety /Performance Chaos/ Change .

‡ We are the part of problem. Identify the cost of performance gap. Make them see that they cannot stay here.IN COMPLACENCY ‡ ‡ ‡ ‡ You may need to disturb people Identify the problem. IN RESISTANCE ‡ Make it clear it is our problem. ‡ We/you are on diagram. .

o ‡ ‡ ‡ ‡ IN POSITIVE ANXIETY/PERFORMANCE Set stretching new goals. ‡ Set action plans. Encourage and stimulate greater efforts . Give regular feed back Celebrate success. ‡ Involve people in the solution ‡ Agree goals.o ‡ IN CHAOS AND CHANGE Provide a vision of where we want to be.

The Seven steps process .

THE SEVEN STEP PROCESS € € € € € € € What is the problem ? Who is involved? What is happening now? What do we want to happen? What is the cost of gap? What are the causes and potential solutions? Action plan? .

Define the apparent problem. What is the real problem? In this step we focus on the initial idea of problem and to avoid the solutioneering start.€ What ‡ ‡ is the problem? Not the assumed solution. Be careful about the specification of problem. We may have unwrittingly thought of the solution before we have understood the problem. ‡ ‡ ‡ . The presenting problem.

People often talk about problem as if it is some thing to do with a thing like a computer application or a procedure but these systems do not have any problem. Make links between the key people. ‡ ‡ ‡ ‡ Draw a diagram of all the people involved in the problem.€ Who is involved? Performance problems are about people. Label what is happening between them. . Put the key people in the centre. It is always the people who face problem and become a part of solution.

System diagram ² a bank Area Manager Area Salesperson Branch Manager Back Office Supervisor Enquiries Customer Financial Advisor .

Manager Supervisor No 1 cashier Customer Other cashier . The people who are involved in problem are doing what at now.What is happening now? ‡ ‡ Any problem will actually be made up of several performance gaps.

Future Goal Now Power . Motivating goals. Writing effective goals. Using high performance.What do we want to happen? ‡ ‡ ‡ ‡ ‡ Creating a vision of the future. Visualizing the desired performance.

What is cost of the gap? ‡ Quantifying the gap. .

Improve management. Environment. Introduce incentives and Rewards. Motivation. . Causes of low performance.What are the causes and potential solutions? ‡ ‡ ‡ ‡ ‡ ‡ ‡ Focusing on the key people. Creativity Techniques.

.Action Plan ‡ ‡ ‡ Group solutions together. Measuring success and keeping it going. Agreeing dates for review.

Sign up to vote on this title
UsefulNot useful