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Author: Dean Spitzer Publisher: AMACOM ISBN: 0814430090 Category : Business & Economics Languages : en Pages : 312
Book Description
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
Author: Dean Spitzer Publisher: AMACOM ISBN: 0814430090 Category : Business & Economics Languages : en Pages : 312
Book Description
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
Author: Dick Grote Publisher: Harvard Business Press ISBN: 1422142701 Category : Business & Economics Languages : en Pages : 228
Book Description
Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task.
Author: Lawrence J. Gitman Publisher: ISBN: Category : Business & Economics Languages : en Pages : 1455
Book Description
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Author: Harvard Business Review Publisher: Harvard Business Press ISBN: 1633692795 Category : Business & Economics Languages : en Pages : 256
Book Description
Are your employees meeting their goals? Is their work improving over time? Understanding where your employees are succeeding—and falling short—is a pivotal part of ensuring you have the right talent to meet organizational objectives. In order to work with your people and effectively monitor their progress, you need a system in place. The HBR Guide to Performance Management provides a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve, and ensure they're growing with the organization. You'll learn to: Set clear employee goals that align with company objectives Monitor progress and check in regularly Close performance gaps Understand when to use performance analytics Create opportunities for growth, tailored to the individual Overcome and avoid burnout on your team Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.
Author: Bob Paladino Publisher: John Wiley & Sons ISBN: 1118507452 Category : Business & Economics Languages : en Pages : 258
Book Description
Business improvement best practices and a proven methodology for improving corporate performance management, illustrated through a high performing program including numerous team case studies Corporate performance management consists of a set of processes that help organizations optimize their business performance. It provides a framework for organizing, automating and analyzing business methodologies, metrics, processes and systems that drive business performance. Corporate Performance Management Best Practices will help your organization benchmark itself against the best. Written by the winner of three globally accepted performance management awards Focuses on a single case study chronicling a health care system's corporate performance management journey Explores how the use of corporate performance management methods has created significant and broad based improvements in patient satisfaction scores, medical outcomes, people development, and corporate shared services and clinical processes Revealing practical techniques that can be adopted at all levels of an organization, from facilities manager to HR manager to CFO to CEO, Corporate Performance Management Best Practices provides a proven implementation model that accelerates breakthrough results.
Author: Roger Ferguson Publisher: Createspace Independent Publishing Platform ISBN: 9781491098882 Category : Employees Languages : en Pages : 0
Book Description
Admit it, we all hate annual performance appraisals, and with good reason. - Over 85% of companies say that their current performance management processes are only "moderately effective." - Only 50% of employees believe that their managers provide them with honest feedback that actually improves their job performance. - Managers spend, on average, 400 hours per year on the process! The return-on-investment for that time is very low. Most participate in the process "because the Human Resources department requires it." So why do we continue, year after year, with this outdated, tedious, and questionable process? Probably because we have not had any better alternative... until now! Roger Ferguson, a human resources and operations professional with more than thirty years of experience in Fortune 500 companies, has created Big Five Performance Management, a commonsense alternative. Big Five creates better accountability than traditional annual performance appraisal, requires less time, and is actually embraced by managers and their employees. Big Five is born from the sales culture where it is said that good salespeople are "born on Monday and die on Friday." That means that good salespeople are 100 percent accountable for positive, documented, successful efforts on a weekly basis, creating a culture of ongoing accountability and demonstrated performance. Human Resources can learn a lot from sales; Big Five tells us how. This innovative process, tested in multiple corporate environments for the past fifteen years, is presented here for the first time in a conversational, easy-to-read style, and is not just limited to human resources professionals or upper-level management. It is for the rank-and-file employee who may not know how to prioritize their work; calculate the value they bring to their organization; or communicate that value to their management. It is for frontline supervisors and managers who struggle to effectively align the efforts of their team members; are not always comfortable with confrontation when coaching employees; and dread the thought of having to prepare one more round of annual performance appraisals. It is for companies and organizations looking to build a more effective, accountable, and inspired workplace by improving processes and eliminating waste. Finally, performance assessment that works! "Big Five is the coolest thing to hit Human Resources since Covey and his Seven Habits!" -Doug Thorpe, Solomon-Edwards "The best 100 pages you will ever read on the subject of performance appraisal! Big Five is an absolute game-changer." - Rick Gillis- Author, Consultant, Speaker ""I installed Big Five in our business and was amazed at how quickly our team embraced it. Big Five provides us with focus, prioritization of our work load, and accountability which are critical to the performance of the team and helps us manage our business more effectively. With this approach the time spent on the old process is no longer wasted!" -Cathy Penland, General Manager, Houston home builder
Author: David Wade Publisher: Routledge ISBN: 1136413901 Category : Business & Economics Languages : en Pages : 187
Book Description
Business experts, business economists, and organizational psychologists agree that a specific business strategy must be chosen for a corporation to excel. Beyond the strategy, companies must have a performance measurement system that ties every aspect of the organization - from the boardroom to the factory floor - to the strategy. In their book 'Corporate Performance Management', noted authors David Wade and Ron Recardo show companies how to craft a strategic focus and create sound business strategy by using a unique and pragmatic performance-measurement system. Concepts in the book are illustrated by 'real world' case studies. It provides tools and techniques to show how to apply the concepts within an organization. David Wade is the director of performance measurement for Aetna, Inc., and the author of several business-related books and articles. Ron Recardo is the founder and managing partner of The Catalyst Consulting Group, L.L.C. The author of several articles and books, he is a frequent speaker at meetings of professional associations, trade groups, and senior executives.
Author: Roger Ferguson Publisher: Createspace Independent Publishing Platform ISBN: 9781491098882 Category : Employees Languages : en Pages : 0
Book Description
Admit it, we all hate annual performance appraisals, and with good reason. - Over 85% of companies say that their current performance management processes are only "moderately effective." - Only 50% of employees believe that their managers provide them with honest feedback that actually improves their job performance. - Managers spend, on average, 400 hours per year on the process! The return-on-investment for that time is very low. Most participate in the process "because the Human Resources department requires it." So why do we continue, year after year, with this outdated, tedious, and questionable process? Probably because we have not had any better alternative... until now! Roger Ferguson, a human resources and operations professional with more than thirty years of experience in Fortune 500 companies, has created Big Five Performance Management, a commonsense alternative. Big Five creates better accountability than traditional annual performance appraisal, requires less time, and is actually embraced by managers and their employees. Big Five is born from the sales culture where it is said that good salespeople are "born on Monday and die on Friday." That means that good salespeople are 100 percent accountable for positive, documented, successful efforts on a weekly basis, creating a culture of ongoing accountability and demonstrated performance. Human Resources can learn a lot from sales; Big Five tells us how. This innovative process, tested in multiple corporate environments for the past fifteen years, is presented here for the first time in a conversational, easy-to-read style, and is not just limited to human resources professionals or upper-level management. It is for the rank-and-file employee who may not know how to prioritize their work; calculate the value they bring to their organization; or communicate that value to their management. It is for frontline supervisors and managers who struggle to effectively align the efforts of their team members; are not always comfortable with confrontation when coaching employees; and dread the thought of having to prepare one more round of annual performance appraisals. It is for companies and organizations looking to build a more effective, accountable, and inspired workplace by improving processes and eliminating waste. Finally, performance assessment that works! "Big Five is the coolest thing to hit Human Resources since Covey and his Seven Habits!" -Doug Thorpe, Solomon-Edwards "The best 100 pages you will ever read on the subject of performance appraisal! Big Five is an absolute game-changer." - Rick Gillis- Author, Consultant, Speaker ""I installed Big Five in our business and was amazed at how quickly our team embraced it. Big Five provides us with focus, prioritization of our work load, and accountability which are critical to the performance of the team and helps us manage our business more effectively. With this approach the time spent on the old process is no longer wasted!" -Cathy Penland, General Manager, Houston home builder
Author: David Wade Publisher: Routledge ISBN: 1136413898 Category : Business & Economics Languages : en Pages : 188
Book Description
Business experts, business economists, and organizational psychologists agree that a specific business strategy must be chosen for a corporation to excel. Beyond the strategy, companies must have a performance measurement system that ties every aspect of the organization - from the boardroom to the factory floor - to the strategy. In their book 'Corporate Performance Management', noted authors David Wade and Ron Recardo show companies how to craft a strategic focus and create sound business strategy by using a unique and pragmatic performance-measurement system. Concepts in the book are illustrated by 'real world' case studies. It provides tools and techniques to show how to apply the concepts within an organization. David Wade is the director of performance measurement for Aetna, Inc., and the author of several business-related books and articles. Ron Recardo is the founder and managing partner of The Catalyst Consulting Group, L.L.C. The author of several articles and books, he is a frequent speaker at meetings of professional associations, trade groups, and senior executives.
Author: Dean Spitzer
Author: Dean Spitzer
Author: 
Author: Dick Grote
Author: Lawrence J. Gitman
Author: Harvard Business Review
Author: Bob Paladino
Author: Roger Ferguson
Author: David Wade
Author: David Wade