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Creating A Performance Driven Work Environmen
- 1. 9 th Annual Performance Management Conference Creating a Performance-Driven Work Environment Through Effective Communication Tony McGregor 23 June 2009
- 4. What can ensure an organisation's endurance?
- 7. Structure
- 8. Staff
- 10. Justification of an organisation's existence
- 11. Success “ Your personal reputation and the success of your organisation depend on your ability to make and fulfill promises” - Tom and Birgit Hanson
- 12. What determines performance? “ The most important variable in determining the performance and retention of top employees is their relationship with their primary supervisor” – Tom and Birgit Hanson
- 14. The relationship that matters most is the one between managers and their direct reports
- 15. This relationship must always be one in which the “first principle” of performance management is upheld, i.e. the manager must at all times treat employees as she/he would want them to treat the organisation's best customer
- 16. Relationships are built primarily by communicating with each other
- 20. A communication strategy needed
- 21. There is a difference between transmission of a message and communication
- 24. Inter-personal
- 25. Covey: “The ability to do them well is critical to your effectiveness”
- 26. Performance management is essentially a communication process
- 30. If management is not seen to be living up to the publicly stated values it produces cynicism
- 32. Satisfaction comes when your behaviour is consistent with your values
- 36. Understanding
- 37. Involvement
- 38. The first principle of performance management “ Always treat your employees exactly as you want them to treat your best customers.” - Stephen R. Covey The Seven Habits of Highly Effective People
- 43. Finding the “win/win” solution
- 44. Provide support without taking away responsibility
- 45. A Performance Management Cycle Performance Agreement Meeting Monitor Performance Regular Feedback Meetings Annual Performance Appraisal Communication Skills
- 50. Based on trust
- 53. Acknowledge achievement of agreed results
- 56. Words “The words themselves are not magical: how you say something creates the context for the communication” - Tom and Birgit Hanson
- 57. Developing trust to enhance performance
- 58. How to make life easy “ If you do the hard things, life is easy. If you do the easy things, life is hard.” - Tom and Birgit Hanson
- 60. In such a culture everyone will be focussed on appropriate service delivery, and this focus is achieved and maintained by effective communication
- 64. Hanson, Tom & Hanson, Birgit: Who Will Do What by When? Power Publications 2007
- 65. Keavney, Jack: Peak Performance Sydney: McGraw-Hill 1996
- 66. Kohn, Stephen E. & O'Connell: 6 Habits of Highly Effective Bosses Fanklin Lakes NJ: Career Press 2005
- 67. Thanks for participating Contact details: Tony McGregor Cell: 0791632463 E-mail: tony.mac@iburst.co.za
Notes de l'éditeur
- Poor service is a reality in South Africa, and that is not just poor service in shops and restaurants. I'm talking also about service delivery by government departments and agencies. This is an issue that is hurting many people and communities in SA. It is in fact a big threat to our country and our society. If service delivery is not stepped up the gap between rich and poor will deepen with potentially tragic consequences for us all. Service is driven by the commitment of those at the front line of service delivery, and this commitment is created and maintained by the way the front line people are themselves treated by their direct supervisors, who in turn get their motivation from their supervisors, and so on, up the organisation. All organisations get their justification from the provision of service.