Expert Insights on Performance Management & Measurement

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Poor employee performance must be addressed-and the sooner, the better. Whether it's due to a skills gap, a negative mindset, or a missing sense of purpose, managers have the power to turn poor performers into top performers.

WHAT YOU WILL LEARN

  • Acquire insights on how an organization can ensure high performance by enabling potential among its employees.
    Acquire insights on how to manage poor performance with respect, honesty, and clear expectations.
    Acquire insights on how setting the consequences of performance in a business is important for its growth.
    Acquire insights on how managers can use the GAPS model to close performance gaps.
    Acquire insights on the different ways adopted by companies to make their employees feel valued.
    Acquire insights on how the reasons why people don't do things required in their job.
    Acquire insights on how to redirect feedback effectively.
    Acquire insights on how clarity of purpose helps drive your own performance and that of your organization.
  • Acquire insights on how mindsets can interfere with your performance at the workplace.
    Acquire insights on how to build the strengths of individuals into towering strengths.
    Acquire insights on how engaging in "deliberate practice" can help you become a great performer.
    Acquire insights on why it is important to focus on the future during performance reviews.
    Acquire insights of the importance of focusing on the right areas in order to have effective performance reviews.
    Acquire insights on how leaders should balance the development of performance and potential in their staff.
    Acquire insights on how to make virtual recognition work in your organization.
    Acquire insights on how to fix performance management.

IN THIS COURSE

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    1.  Enabling Potential: Going from Ordinary to Extraordinary Performance
    4m 15s
    When Bob Chapman found employees excited about filling out brackets for an NCAA basketball tournament but not about going to work; he changed work into a game. That changed the culture; made work fun; and resulted in high performance. FREE ACCESS
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    2.  Performance Management Requires Clear Expectations
    2m 20s
    Management of poor performance starts with respect; honesty; and clear expectations. FREE ACCESS
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    3.  Setting the Consequences of Performance
    3m 18s
    The consequences of performance in sports are easy to see. The consequences of high and low performance in business should also be known. Some organizations are comfortable in the mediocre middle where it’s safe. He wants to be in a company that wants to achieve greatness. FREE ACCESS
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    4.  Close the Performance Gaps
    2m 51s
    Executives and managers who are responsible for coaching talent can employ the GAPS model to close performance gaps. FREE ACCESS
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    5.  I Hate it Here!
    2m 26s
    No manager likes to deal with poor performance. But there are ways to do it; says Robert Mosher; that shows the company values the employee and is looking for the best outcome for that employee. FREE ACCESS
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    6.  Four Reasons People Don't Do Things
    3m 8s
    When someone doesn’t do what you ask him or her to do; ask why. If they really can’t do it; move or fire them. If they think they can’t; coach or train them. If they don’t want to; tell them they can. If they don’t know how to do it; coach or train them. FREE ACCESS
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    7.  When Employees Don't Meet Expectations
    4m 5s
    “Redirecting feedback” is painful; but part of a leader’s job and best for both parties. Signal that the situation is serious. Describe the effect of their performance on the organization. Ask for their perspective. Agree on the current reality and how to resolve it. FREE ACCESS
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    8.  Purpose Should Drive Performance
    2m 35s
    Does purpose drive your performance; or the reverse? A client who was successful by any objective measure lacked a sense of purpose. Once his own purpose became clear; both his own performance and the performance of his organization improved. FREE ACCESS
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    9.  Mindsets Matter
    5m 57s
    Performance equals potential minus interfering mindsets. Scientists said a 4-minute mile was impossible; but when Roger Bannister did it 17 others followed within 18 months. Scott Keller gives examples of mindsets in the workplace that interfere with performance. FREE ACCESS
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    10.  Build Towering Strengths
    3m 40s
    They review people against 18 leadership “soft skills.” When people go off track it’s almost always these soft skills — micromanagers; solo players; and the like. When giving feedback; emphasize the person’s strengths. Help them build strengths into towering strengths. FREE ACCESS
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    11.  What Makes Great Performers Great
    2m 8s
    All the world’s great performers engage in “deliberate practice." FREE ACCESS
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    12.  Performance Reviews: Focus on the Future
    2m 23s
    Reviewers and people reviewed both dread performance reviews. Focus on the future; not the past. Describe the results you want to see on the next review that will make you look good to your boss; and hence encourage you to reward the employee. FREE ACCESS
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    13.  Performance Management: Three Areas of Focus
    3m 44s
    In order for performance reviews to be relevant, they have to focus on the right areas. FREE ACCESS
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    14.  Balancing Performance and Potential
    2m 4s
    Talent leaders need to consider how they can balance developing performance and potential in their staff. FREE ACCESS
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    15.  How to Make Virtual Recognition Work in Your Organization
    3m 5s
    There are loads of ways that you can make virtual recognition work in your organization. The key to great recognition is to do it frequently. Also, do it when someone has put extra effort in or achieved something great. Find out how to put effective virtual recognition into practice. FREE ACCESS
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    16.  How to Fix Performance Management
    3m 37s
    Of all the broken HR processes, it is performance management that most needs to change because traditional performance management just doesn’t work. There are many reasons for this, including the ludicrousness of the idea that objectives will still be relevant in 12 months time. Find out about the changes needed to performance management. FREE ACCESS

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