Transcript Three levels of customer service

A definition of
performance management
‘A process which contributes to the effective
management of individuals and teams in order to
achieve high levels of organisational performance’.
Source: CIPD
“There is nothing more useless than doing
efficiently that which need not be done at all”
Peter Drucker
“The greatest danger for most of us is not that
our aim is too high and we miss it, but that it is
too low and we reach it”
Michelangelo
Two principles of assertion
You don’t get what you don’t get ask for
You get a lot of what you do ask for
Efficiency is doing things right
Effectiveness is doing the right things
Three aspects of objectives
Performance
specifies what should be done
Conditions
specifies how and under what conditions
Standards
specifies minimum acceptable measures
Three determinants of performance
Task clarity
Skills
Confidence
Source: Markham
Four aspects to performance management
Structure
Processes
Inputs
Outputs
Source: Cicek et al
Four parts to the STAR performance model
S
T
A
R
ituation
argets
ctions
esults
Glaxo SmithKline
Four part performance management model
Plan
Monitor
Review
Reward
Source: Moretti
Four pillars to performance management
Alertness
Agility
Adaptability
Alignment
Four personal life needs
Happiness
Achievement
Significance
Legacy
Source: Nash and Stevenson
Four performance management questions
What do I do well?
What needs to improve?
What are the barriers to improvement?
How can the barriers be overcome?
Four challenges for organisations
Developing rewards, recognition, and career opportunities
for specialists
Creating unified vision in an organisation of specialists
Devising the management structure for an organisation of
task forces
Ensuring the supply, preparation and testing of top
management people
Peter Drucker 1988
Four pivots of ethical thinking
Ethical awareness
Moral intent
Principled judgement
Responsible action
Source: Stainer
Four signs of high performance people
Motivated to proactively execute their authority
to fulfil their responsibilities
Stimulated to perform their work and achieve superior results
Inspired to communicate their progress and results
Willing to accept responsibility for those results
Source: Graeme Dobson
Four parts to the FAST performance model
F ocus
A ccelerate
S trengthen
T ie it all together
Kotter et al
Four stages to business process management
Strategise
Plan
Monitor and analyse
Take corrective action
Source: Frolick
A knowledge management model
Data
Information
Knowledge
Wisdom
Four ways to create high morale
Make people feel truly important
Give people real responsibility
Let people experience and enjoy success
Provide strong management support
McNutt and Wright
Four career patterns
Transitory
Steady-state
Linear
Spiral
Four essentials for performance management
Be clear about what is meant by performance
Understand what the organisation is and needs to be in
its performance culture
Be very focused on how individual employees will benefit
and play their part in the process
Understand that it is a tool for line managers and its
success will depend on their ability to use it effectively
Source: CIPD
Four rules for performance management
Measure current performance, set targets
Appraise behaviours against goals
Take action to meet goals set and address issues
Monitor performance and re-appraise if needed
Source: Team technology
Four key counselling skills
Attending
Receiving: listening and looking
Responding: statements and questions
Assisting
Intervening: suggesting and confronting
Concluding: resourcing and supporting
Source: John Hughes
Four things a job should have
Variety
Autonomy
Wholeness
Feedback
Four characteristics of counselling
Counselling is:
…both person-centred and problem-focused
…concerned to detect deeper issues
…knows its limits
…hard-headed as well as warm-hearted
Source: John Hughes
The ACAS motivation Model
High
Free-loader
Eager beaver
Intention
to stay
Skiver
Low
Low
Mercenary
Commitment to achieve
High
Four rules of praise
Be specific - for what exactly?
Be direct - from you, face to face
Say it first - don’t wait for a prompt
Do it often - overcome the awkwardness
Praise don’t patronise
Four things we must understand when
motivating people
You cannot motivate anyone, you can ‘only’ create a
situation in which s/he feels motivated
People at work are motivated by a unique set of
unsatisfied needs
People with fully satisfied needs cannot be motivated
To motivate you ‘only’ need to make people feel good
Source: Andrew Gibbons
Four types of employee before, during
and after redundancy
Happy stayers
Unhappy stayers
Happy leavers
Unhappy leavers
Source: Andrew Gibbons
Four ethical principles
Respect for the individual
Mutual respect
Procedural fairness
Transparency of decision making
Source: Winstanley and Coulson-Thomas
Four questions to help work on
performance shortfalls
What should or could be happening?
What is happening?
How can the desired performance be measured?
What is the performance gap between what is and what
should be?
Source: Graeme Dobson
Four rules for performance management
Learning never ends
Prepare people for challenges
Demonstrate real and enduring confidence
Reward excellent performance
McNutt and Wright
Four signs of a performance culture
People feel comfortable talking openly about
performance
Individuals know how what they are doing makes a
difference
People show commitment to achieving shred
objectives
When there are problems, people work together to
resolve them
Four drivers of motivation
The drive to acquire
The drive to bond
The drive to comprehend
The drive to defend
Four criteria for management succession
planning
Past and current performance
Potential and ambition
Opportunities for executive development
Readiness
Source: Van Cliearf
Four ethical principles
Respect for the individual
Mutual respect
Procedural fairness
Transparency of decision making
Source: Winstanley and Stuart-Smith
Five key behaviours for working
well with your boss
Compatible work styles
Mutual expectations
Information flow
Dependability and honesty
Good use of time and resources
Source: Keller et al
The ADKAR performance model
A awareness of the need for change
D
K
A
R
esire to participate and support
nowledge on how to change
bility to apply new skills and behaviours
einforcement to sustain the change
The classic SMART target
setting model
S
pecific
M easureable
A ttainable
R elevant
T ime-based
Five feelings and beliefs to create for positive
performance management
A sense of personal competence
A sense of personal choice
A sense of having an impact
A sense of value or meaning in the activity
A sense of trust or security
Five steps of six sigma
Define the process to be improved or controlled
Measure the performance of the process
Analyse the data collected from the measuring
Improve the process based on the analysis
Control the process at near to zero error/defect rates
following the improvement
Five qualities of an intrapreneur
Confidence
Political and business savvy
Networker
Innovator
Risk taker
Source: Beverley Hamilton
Five things to do when behaving ethically
Obey the law
Be honest
Be fair
Be concerned
Be courageous
Source: Williams
Five parts to the performance
management cycle
Establish mutual expectations
Observe and measure
Problem solve, coach and develop
Evaluate, feedback and document
Recognise and reward
Five phases of performance management
Planning
Developing
Monitoring
Rating
Rewarding
Source: Graeme Robson
Five things empowered people seek
A chance to be tested, to make it on their own
A chance to take part in a social experiment
A chance to do something well
A chance to do something worthwhile
A chance to change the way things are
Source: David Berklow
The OSCAR performance model
O outcomes: to be achieved
S
C
A
R
ituation: whats the current position?
hoices: what are our options?
ctions: what do we need to do next?
eview: how will progress be checked?
Five musts for measures
What does each of my customers want?
How can we design systems and processes that can
respond quickly to what they want?
Measures must help understanding and performance of the
system
Measures must relate to what customers value
Measures must be in the hands of the people doing the
work
Source: Spitzer
Five principles of performance management
Give personal, dedicated responsibility
Refresh and communicate strategy
Cascade and manage strategy
Improve performance
Manage and leverage knowledge
Source: Paladino
Maslow’s hierarchy of needs
Physiological needs
Safety and security needs
Social needs
The need for self-esteem and respect
The need for self-actualisation
Five ‘A’ qualities for counselling
Awareness
Authenticity
Acceptance
Availability
Ability
Six stress risk factors
Heredity
Smoking
Workload
Bodyweight
Blood fat levels
Lack of exercise
Six methods to counter resistance to change
Education and communication
Facilitation and support
Manipulation and co-optation
Participation and involvement
Negotiation and agreement
Explicit and implicit coercion
Source: John Kotter
Six ways to manage performance management
Focus on outcomes that meet business objectives,
rather than outputs
Manage performance by cascading down from the top
and building bottom-up
Define and use measures that evolve over time
Use a mix of short and long term measures, and select
measures that link cause and effect
Measure effectiveness (doing the right things) and
efficiency (doing things right) in parallel
Relate individuals' reward and remuneration to
achievement of outcomes
Six transitions for successful succession planning
From annual review to continuous process
From short term replacement to long term development
and retention
From who we’ve got to what we need
From position blockage to turnover where needed
From insufficient bench strength to a pool of potential talent
From subjective evaluation to an emphasis on results
Source: Popoff
Six performance management key related issues
Organisational health and robustness
Strategic objectives and making these known
Managerial interpersonal skills and credibility
Systems and processes for review and reward or…
Succession planning
Knowledge management and retention
Source: Andrew Gibbons
Six things empowered people achieve
Doing something that makes them feel good about
themselves
A chance to accomplish something worthwhile
The opportunity to learn new skills
The chance to gain knowledge
The freedom you need to do your job well
The chance to focus on the things you do best
Lawler and Renwick
Six things empowered people want
Doing something that makes them feel good
Accomplishing something worthwhile
Learning new skills
Opportunity to use and develop the new skills
Freedom to do their job to their own high standards
A chance to do the things they do best
Source: Lawler and Renwick
Six cornerstones of elite performance
Focus on what you can control
Love the pressure
Fixate on the long term
Use the competition
Reinvent yourself
Celebrate victories
Six types of managerial obsolescence
Abrupt
Creeping
Psuedo
Ability
Attitudinal
Industrial/sectoral
Jack Welch’s six rules
Control your destiny or someone else will
Face reality as it is, not as you wish it were
Be candid with everyone
Don’t manage, lead
Change before you have to
If you don’t have a competitive advantage, don’t compete
Source: Jack Welch
Six basic job needs
Tell me what you expect from me
Give me the opportunity to perform
Let me know how I am getting on
Give me guidance where I need it
Reward me according to my contribution
Let me know what’s going on
Six factors that determine performance
Flexibility
Responsibility
Standards
Rewards
Clarity
Team commitment
Six guiding principles of behaviour
Don’t be conceited, boastful or self-righteous
Don’t provoke one another
Don’t envy one another
Carry one another’s burden
Be humble
Don’t make comparisons
Source: Low Sui Pheng
Six signs of an empowered person
Accepts and welcomes responsibility
Wants more responsibility and accountability
Sees responsibility as a challenge
Does not see responsibility as something imposed
as a painful duty
Sees responsibility as a free choice
Sees responsibility as an opportunity for further
personal development
Source: Claus Moller
Seven things to accept when
managing redundancy
The message must be clear honest and consistent
Past history and perceptions are important
Understand the thirst for information
The message will be corrupted and hard to control
A little sensitivity goes a long way
You will never it anywhere near 100% right
It’s not over when it’s over
Source: Andrew Gibbons
Stress – related issues
Personal time management
Interpersonal and assertion skills
Ability to empower and delegate
Motivation and commitment levels
Job design
Relationships with colleagues
Decision making abilities
The RESOLVE model of managing performance
R
E
S
O
L
V
E
esearch the facts
xplain immediately
pecificy the unacceptable performance
bserve the response
ink the impact of performance to business need
olunteer your feelings directly and honestly
valuate the employee’s commitment to rectify
The seven habits of highly
successful people
Be proactive
Begin with the end in mind
Put first things first
Think win/win
Seek first to understand, then to be understood
Synergise
Sharpen the saw
Source: Dr Stephen Covey
Seven components of a performance
management culture
Reciprocation
Equity
Trust
Transparency
Clarity
Balance
Ownership
Seven sources of stress at work
Intrinsic to the job
Role in the organisation
Relations within the organisation
Career development
Being in the organisation
Organisation interface with outside
Intrinsic to the individual
Source: Cary Cooper
The seven P career model
Purpose
Positioning
Packaging
Preparation
Presentation
Performance
Planning
Seven dangers in implementing
performance management
Consumes excessive management time
Demands considerable financial investment
Perceived as bureaucratic – too many measures
Discourages entrepreneurial intuition
Confuses over where organisational priorities lie
Forces managers to continually review performance
Confuses users with over-complicated measures
Source: Kennerley and Martinez
Seven disempowering leadership behaviours
How I see things is correct
Keep separate from those you lead
Never admit to mistakes or show weakness
Be consistent to the point of rigidity
Overwork and sacrifice - and expect the same
Criticise, manipulate and coerce
As leader, pursue power over purpose
Adapted from Nixon 1995
Seven ethical measures
Integrity
Morality
Honesty
Legality
Professionalism
Flexibility
Not inequity or nepotism
Source: Hoian
Seven questions for high performance
What are my roles and responsibilities?
What standards are expected of me?
Who is going to give me feedback?
How will this feedback be given?
How am I doing?
Where do I go from here?
How do I get there?
Source: OWL Associates
The eight deadly demotivators
Politics that creates confusing messages
Unclear expectations
Unproductive meetings
Inconsistency between words and deeds
Hypocrisy
Constant and destabilising change
Withholding information
Low quality standards
Eight issues in criticising constructively
Your personal credibility with the other/s
Be specific about the reason to be critical
Have the right motives - why are you doing this?
Give support and encouragement
Choose the time and place with care
Anticipate retaliation
Give feedback on behaviour - don’t make judgements
Get commitment to the agreed changed behaviour
Source: Andrew Gibbons
Eight key issues for leaders
Identify core values
Build alliances
Have a vision
Communicate
Build trust
Bring in the right people
Allow those hired to do their jobs
Get results
Source: Steven Sample
The eight subordinate’s dilemmas
Alliance
Clarify expectations
Initiative
Competence
Differentiation
Relating personally
Mutual concern
Integrity
or
or
or
or
or
or
or
or
Competition
Second guess
Dependence
Inferiority
Identification
Relating impersonally
Self interest
Denial
Source: Neilsen and Gypen
Eight fundamental concepts of excellence
Results orientation
Customer focus
Leadership and constancy of purpose
Management by processes and facts
People development and involvement
Continuous learning innovation and improvement
Partnership development
Corporate social responsibility
EFQM
Eight payoffs of performance management
Focuses attention on organisational priorities
Drives improvement to the business
Improves customer satisfaction
Increases productivity
Aligns operational performance/corporate objectives
Increased employee satisfaction
Encourages focus on performance improvement
Improved organisational reputation
Source: Kennerley and Martinez
Eight features of effective
appraisal schemes
All participants are briefed and prepared
Paperwork is simple and understood
An agreed and positive action plan
Tangible top management commitment
Centred on developmental not money issues
Truly negotiated – nothing hidden
Relationships are strengthened
Agreed actions are followed up and happen!
Nine responsibilities of a leader
See clearly when you look
Hear correctly when you listen
Think clearly when you speak
Inquire critically when you doubt
Show respect when you serve
Maintain calm when you are challenged
Consider consequences when you decide
Create desirable results when you work
Do what is right when you act
Nine components of effective
performance management
Reciprocation
Equity
Transparency
Clarity
Balance
Ownership
Consequences
Consistency
Source: Graeme Robson
Stress – key issues
What is it?
Indicators
Sources
Implications
Effects
Prevention
Suppression
Managing the stressed
Cure?
Ten facilitators of empowerment
Real, demonstrable commitment by management
Few hierarchical layers
Adequate training in teamwork and communication skills
Clear communication of the empowerment message
Sufficient meaningful personal feedback
A culture of openness, encouragement and trust
Awareness and interest in the ‘big picture’
Appropriate, fair rewards, built on individual contribution
Mistakes are acknowledged and learned from positively
Taking the long term perspective
Adapted from: Smith and Mouly
Ten uses of an appraisal scheme
Identify development needs
Develop working relationships
Seek and use feedback on performance
Agree key job competencies
Set specific targets and objectives
Discuss career plans
Review past performance
Plan future development
Clarify roles and expectations
Praise and motivate
Ten features of real leaders
Work hard and focus well
Develop and communicate a vision of success
Do not ever consider failure
Are very different to managers
Balance strong self-esteem with flexibility
Never stop learning - especially from experience
Possess and use courageous patience
Are rarely seen, but can be found anywhere
Make strong friends and enemies
Leave a lasting and positive sign of ‘being there’
Source: Andrew Gibbons
Ten golden rules for giving feedback
Give feedback on observed behaviour not perceived attitudes
Describe what you saw and felt, don’t make judgements
Focus on behaviour that can be changed
Select and stick to the most important issues
Ask questions rather than make statements
Set ground rules in advance
Comment on positive issues not just the negative
Stick to specific behaviour, don’t waffle vaguely
Observe everyone’s personal limits
Before offering feedback, consider its value to the receiver
Source: Wood and Scott
Ten ‘right’s as a person
I have a right to:
Be treated with respect as an equal person
Define my needs and ask reasonably for what I want and need
Define my own limits and to say ‘no’
Express my feelings and opinions
Make my own decisions and to change my mind
Seek clarification and understanding if something is not clear
Make mistakes without feeling guilty or made to look foolish
Hold my own set of values
Be listened to when I speak
Refuse to take inappropriate responsibility for other’s issues
Ten signs that a person has stress under control
A diet low in caffeine, salt sugar and alcohol
Non smoker
A true and realistic sense of purpose in life
Physically fit – feels healthy and energised
Expresses emotions including anger positively
Slim but not overweight
Sleeps well, and relaxes thoroughly
Manages time well and avoids overload
Enjoys their accomplishments
Has supportive, positive personal relationships
From: Bob Ferdinand
Eleven reasons appraisal fails
Commitment is lacking
Preparation is inadequate
Paperwork is too complicated
Action plans are not actioned
No incentive is felt
Appraisers are not competent
It is linked to pay too soon
It is used for the wrong things
The appraiser dominates
Expectations are unreasonably raised
The process is not monitored or evaluated
Twelve ways to win people
to your way of thinking
The only way to get the best of an argument is to avoid it
Show respect for the other person’s opinions
If you are wrong, admit it quickly and emphatically
Begin in a friendly way
Get the other person saying ‘yes yes’ immediately
Let the other person do a great deal of the talking
Let the other person feel that the idea is his or hers
Try honestly to see things from the other person’s point of view
Be sympathetic with the other person’s ideas and desires
Appeal to the nobler motives
Dramatise your ideas
Throw down a challenge
A view on management…
“Ninety per cent of what we call management
consists of making it difficult for people to get
things done”
Peter Drucker
Stress – a definition
Stress is a term borrowed from engineering.
Its original use implies an inherent ability to stand up to a
defined amount of strain. If the loading is exceeded, the
structure distorts or fractures
Each of us has a unique reaction to varying types of stress,
and an individual, personal response and tolerance
when under pressure
“What gets
measured
gets
done”
Source: Tom Peters
You cannot
buy
loyalty or commitment
All behaviour,
including behaviour at work
is motivated
“Intelligent people prefer to agree
than to obey”
Source: Charles Handy
All behaviour,
Is directed to meeting a
person’s needs