Unlocking High Performance: How to Use Performance Management to Engage and Empower Employees to Reach Their Full Potential
- 9h 51m 3s
- Jason Lauritsen
- Kogan Page
- 2019
Traditional performance management processes are often ineffective in increasing workforce engagement and fostering a positive employer-employee relationship. The established method of annually scoring employees against a list of static objectives can make employees feel undervalued and frustrated and can hinder, rather than advance, staff development. Unlocking High Performance shows you how to transform this process to get the best out of your workforce. It presents a new model for performance management based on the three components of planning, cultivation and accountability, and situates this process within the wider aims of promoting work as a healthy relationship between employer and employee rather than a restrictive contract to be complied with.
Unlocking High Performance equips you with the tools needed to create clear expectations and goals, deliver feedback effectively, and to develop a culture of coaching rather than criticism. This audiobook also provides practical guidance on how to identify and remove obstacles, effectively manage underperformance, and how to get buy-in for change. Packed with tips, tools and examples from organizations including Vistaprint, NVIDIA and South Dakota State University, this audiobook provides everything needed to design a performance management process which will improve employee experience, help them reach their full potential, and ultimately deliver exceptional business results.
In this Audiobook
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Chapter 01 - The Shortcomings of ‘Best Practice’ and Traditional Performance Management
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Chapter 02 - Work is a Relationship, Not a Contract
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Chapter 03 - Rethinking Performance Management
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Chapter 04 - Creating Clear Expectations and Goals
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Chapter 05 - Defining Behavioural Expectations
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Chapter 06 - Putting the ‘Why’ and ‘How’ in Expectations
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Chapter 07 - Motivation
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Chapter 08 - Recognition and Appreciation
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Chapter 09 - Wellbeing and Inclusion
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Chapter 10 - Removing Obstacles
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Chapter 11 - Fixing Feedback
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Chapter 12 - A New Approach to Feedback
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Chapter 13 - Measurement and Ratings
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Chapter 14 - The Role of Reflection
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Chapter 15 - Confronting Performance Issues
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Chapter 16 - Making Immediate Improvements
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Chapter 17 - Getting Buy-in for Change and Recruiting a Design Team
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Chapter 18 - The Design Process and Avoiding the Best Practice Trap
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Chapter 19 - Developing and Testing Your Performance Management System
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Chapter 20 - Implementing Your New Performance Management System
