Posts Tagged ‘
desired outcome
’
Posted by:
Amy
on
April 17, 2012
Posted in
Stark Raving Mad?
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Tags: core communications, desired outcome, employee programs, employee satisfaction, leadership, management, performance feedback
No problem can be solved from the same level of consciousness that created it. Albert Einstein
We have been looking at Amabile and Kramer’s research on how to give workers a vision for the meaning in their work. In our last blog we looked at catalysts and nourishers – methods that we as managers can use to help our employees see the contributions they make in our organizations. We also looked at a daily checklist to use as a guideline as we infuse our employees with a sense of purpose, engagement, and productivity.
However, we would be remiss if we didn’t look at the inhibitors to that meaning and progress. (more…)
Posted by:
Amy
on
April 5, 2012
Posted in
Stark Raving Mad?
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Tags: best practice, desired outcome, employee satisfaction, human capital, leadership, optimal solutions
In our last blog we found that what we know isn’t necessarily translating into what we do in the workplace. The research we looked at last time proves that we have to close the gap between what we know about motivating employees and what we actually practice.
With over 12,000 diary entries from 238 employees, Amabile and Kramer discovered that progress and setbacks influence all three aspects of inner work life: (more…)
Posted by:
Amy
on
March 30, 2012
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Stark Raving Mad?
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Tags: desired outcome, employee programs, employee satisfaction, leadership, management, optimal solutions
Fear can energize behavior and accelerate performance – military basic training, merit scholarships, regular paychecks to feed your family; these all serve as motivators that involve certain levels of fear that impact our behavior. At the same time we know that fear does not inspire loyalty, excellence, or satisfaction. Harvard Business Review spotlights the The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work.
Early in their 14+ years of research Amabile and Kramer found that a fundamental driver of creative, productive performance is that employee’s inner work life. This combination of motivations, emotions and perceptions that color how positively they see their organization, co-workers, managers, work, and even themselves greatly impacts their level of achievement. (more…)
Posted by:
Elizabeth
on
December 16, 2011
Posted in
Engage Your Employees, Uncategorized
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Tags: desired outcome, employee satisfaction, leadership, management, working together
Charalambos A.Vlachoutsicos is an adjunct professor in the International MBA Program at Athens University of Economics and Business. He frequently shares his 30 years of business expertise in Harvard Business Review, and most recently shared how to cultivate engaged employees.
There are several things we know about management – most of us have been around the block a few times. We know that teams with synergy and a real sense of empowerment enhance an organization’s effectiveness and that a top-down, rigid hierarchy seldom works. However, (more…)
Posted by:
Elizabeth
on
December 6, 2011
Posted in
See Your Performance in 3D
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Tags: assessment analysis, data collection, desired outcome, program evaluation
In Performance Improvement, Jerry Harbour, PhD, shares a method for performance measurement that centers on the 3D’s: design, data, and display. We are exploring his research on design through identifying key performance elements that enable desired outcomes.
Every organization should be able to identify those “oomph factors” that drive critical outcomes. These performance elements are the key factors that determine strategic performance outcomes. Assessment drives instruction, and in order to assess the effectiveness of your performance you must be able to identify the key factors that drive your performance. (more…)
Posted by:
Elizabeth
on
December 1, 2011
Posted in
See Your Performance in 3D
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Tags: desired outcome, optimal solutions, program evaluation
Business is doing battle every day; most days the battle is within our organizations as we strive to continuously improve capacity and performance. In Mass Destruction, T.J. LeCain explains that the ability to control, manage, and better understand complex systems “demands some means of taking its measure and mapping its essential characteristics.” Measuring and mapping are complementary and co-dependant – mapping creates a model or framework of the systems that then guides measurement efforts. Jerry Harbour, PhD outlines a top-down, model-based approach that begins by constructing a conceptual model or framework of the system and then building measures and metrics into that system. He breaks this method down into 3 steps: (more…)
Posted by:
Elizabeth
on
November 17, 2011
Posted in
Only the Best for Me
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Tags: best practice, desired outcome, strategy
We all need to gain a sustainable and competitive advantage in every level of our organization, from people to business strategy. This means that someone else’s best practice may not be the best fit for you. Wegmans Food Market Inc is a great example of a company that has responded to its low-margin, highly competitive industry by finding a unique best practice. They recognized a need for exceptional customer service that they achieved through high employee satisfaction levels, and a culture of responsibility and community service. Such strategic HRM practices ranked Wegmans in Fortune’s “100 Best Companies to Work For” in 2005. (more…)
Posted by:
Elizabeth
on
November 9, 2011
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Only the Best for Me
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Tags: assessment analysis, best practice, desired outcome, optimal solutions
How many times in the past week have you used or read the term “best practices?” We certainly are enamored of best practices; MBA students search for them in case studies, HR professionals read the journals and assure their organizations that they are indeed adopting them, and consultants come in and share them. But surely not every best practice is a good fit for every organization? While we do know this cannot be true, how much effort have we undertaken to ensure that the best practice we are pursing is actually what is best for a unique and individual organization? (more…)
Posted by:
Amy
on
October 19, 2011
Posted in
You Blew It
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Tags: assessment, assessment tools, desired outcome, leadership, management, process improvement
Failure is not a happy place. Sometimes we frown, shuffle around, turn our tail and limp home. But the former CEO of Procter & Gamble is definitely not an Eeyore – he takes failure as an opportunity to get better. In our last blog he shared 5 root causes of failure at P&G and today we will see how he leveraged that failure for proven future success.
After finding those five fundamental causes of failure, A.G. Lafley and his staff focused on each of those problems and what had to change. They looked at what strategies needed to be in place, what processes should be created, and what benchmarks or interim measures would assure they were on track. (more…)
Posted by:
Elizabeth
on
October 12, 2011
Posted in
Failure Is Not An Option
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Tags: desired outcome, evaluation, performance feedback
Let’s face it, all trainers and facilitators work hard to deliver a compelling and successful program. During the actual program delivery, the best facilitators know the material well and strive to make the learning process both beneficial and entertaining. While we all enjoy the congratulatory “This was a great session, you rock!” comments, these are not the kind that truly inform our assessment of program delivery and content. “But wait!” you cry, “I do give feedback, and I receive it, too!” Yes, we as facilitators do receive feedback from our participants, both in real time and with participant evaluations. But more must be done to avoid the 11th and final reason training programs fail:
Failure To Provide Feedback & Use Information About Results (more…)
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