This is where you can rely on the technical to help you make what can otherwise be an emotional decision. We talked last time about choosing the strength that you want to focus on. For Tom, the midlevel manager who undertook this process, this decision was overwhelming. While he was able to answer all of the questions we posed last time to explore his passions and interests within the competency framework, until he broke out the numbers it was a daunting decision. (more…)
Posts Tagged ‘ data analysis ’
Lace Up and Get in Line!
Posted by: Elizabeth on March 1, 2012
We are going to choose the race you will run today in our cross-training program to make you indispensable. In our last blog we decided that we are not going to address your weaknesses. Everyone has them, and unless they are fatal flaws, we are going to cross-train your strengths into excellent leadership attributes.
Choosing between good and good can be quite difficult. It may in fact not matter which attribute you choose since any one of them will lift your overall leadership effectiveness score. However, look to your organization for help. Focus on a competency that really matters to your organization, or one that your culture cares about. Also consider your own passions, what area do you care about that would serve your organization and your career well?
Let’s look back at Tom who chose a series of questions to ask regarding each of the 16 competencies:
- Do I look for ways to enhance this skill?
- Do I look for new ways to use this skill?
- Am I energized then I use this skill?
- Do I pursue projects that require this strength?
- Would I devote time to improving this skill?
- Would I enjoy improving this skill?
Considering these questions gave Tom a way to quantify his passions and then looked to see where those passions matched up with those of his organization. He decided upon “inspires and motivates others.”
What skill will you focus on? Does it match up with your organizations needs and culture? Will you enjoy this skill? Make sure that this will be a beneficial and somewhat pleasant process for you and your organization. In our next blog we will look at selecting complementary behaviors to complete your cross-training agenda.
Show Us What You’ve Got
Posted by: Elizabeth on December 13, 2011
You can have the most accurate and compelling data ever gathered, but if you can’t clearly convey that data to your organization it is worthless. The 3rd “D” in our blog series on performance measurement is display. The data that you have poured so much effort into measuring must be communicated to your intended users clearly, rapidly, and convincingly. This data must be easily accessible and provide relevant and meaningful information. (more…)
Garbage In, Garbage Out
Posted by: Elizabeth on December 9, 2011
We have been examining the 3 “Ds” of successful performance measurement as researched by Jerry Harbour, PhD, and will today look at the 2nd D – Data. Rarely do systems suddenly experience a downturn or failure without prior warning. Data that creates sensitivity and awareness of subtle changes is especially helpful as it may predict pending system shifts that affect your entire organization.
It is clearly impossible to have a good performance measurement system without high-quality, accurate, and believable data. As your mother may have told you, if you eat too many Ding Dongs you just may turn into one. If you have Ding Dong data, you can expect that your performance measurements will be about as healthy. (more…)
Don’t Imitate the Best – Be the Best
Posted by: Elizabeth on November 22, 2011
Most human resource professionals would agree that there are many “best practices” out there and one must find that practice that most suits their organization. However, finding that best fit requires a determined effort to analyze how the range of HR practices match the overall business strategy and are closely integrated both vertically and horizontally. Such an analysis must also
- Assess and maintain fit between each of the HR functions (more…)
You Can’t Fail if You Don’t Test
Posted by: Elizabeth on October 4, 2011
It is a great challenge to identify and then isolate improvements and attribute them exclusively to training. Phillips and Phillips have found that failure to isolate the effects of training is reason #9 that most training efforts fail. In this economic climate, providers and consumers of training alike must be sure that training is both measurable and valuable. In attempting to measure effectiveness, many professionals still use the Kirkpatrick model.
Kirkpatrick Model for Evaluating Effectiveness of Training Programs
Level 1: Reactions (more…)
Money, Money, Money – ABBA
Posted by: Elizabeth on September 15, 2011
You knew this one was coming, right? But I’m not talking about the money that you don’t have in your budget right now to conduct employee training and development. I’m talking about making sure you are clear on what return on investment (ROI) you expect and how to determine your actual costs for the budget you do have.
Reason #4 – The Solution Is Too Expensive
Evaluating and assessing your expectations from the beginning will go a long way towards achieving success. (more…)
If You’ve Got It…Flaunt It!
Posted by: Elizabeth on April 21, 2011
You’ve put a lot of hard work into evaluating your program; finally it’s time to talk about it. The final step in the program evaluation process is to share the results.
Use the following rough outline to organize your evaluation results for reporting to senior leadership and board members, as well as external stakeholders such as funding sources and regulatory agencies. (more…)
Track Your Outcomes
Posted by: Elizabeth on April 14, 2011
The final step in your evaluation launch is to track program outcomes. Outcomes metrics track the efficiency of the program, best use of resources, and effectiveness of the program (impact on participants).
An outcomes measurement scorecard provides a succinct and standardized way to keep track of program outcomesand mark progress over time. It also allows for easy reporting. An outcomes measurement scorecard includes the following elements: (more…)
Elementary My Dear?
Posted by: Elizabeth on April 12, 2011
A logic model is a picture of how your program works and provides a systematic visual of the relationship between the need for a program’s existence , your resources, day-to-day activities, and the program outputs and outcomes (efficiency metrics). It maps out your program to illustrate why your program is needed, how it works, resource availability, which activities are a priority, and how outcomes are achieved. The model implies an “if-then relationship” between each of the areas above. Now after that complex definition – an example: (more…)
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