July, 2001
Volume 40 / Number 6
Implementing
a Global Performance Measurement System
by Ferdinand Tesoro, PhD and Jack Tootson
One of the key ingredients of success has been the ability of organizations
to leverage performance-based measurement as a competitive advantage.
Identifying key strategic goals, diagnosing performance gaps that directly
address the goals, and implementing initiatives that solve performance problems
are imperative for organizational effectiveness. Organizations have to measure
their performance if they want to manage their goals, processes, systems, and
outcomes effectively. This article introduces a simple four-stage performance
measurement process that can provide organizations with a robust, scalable
system. It presents an argument for implementing a global performance
measurement system that is aligned with strategic goals and tracks progress
against these goals. It also discusses the essential elements for building a
measurement system for an organization and provides some real-life examples that
illustrate each stage.
Fixing
Employee Weaknesses: Addressing the Myth
by Jerry W. Gilley, EdD
Organizations often establish human resources department (HRD) development programs to help employees overcome their weaknesses. Many firms mistakenly believe that "fixing" weaknesses will make employees more productive in the short or long term. The majority of HRD activities are based on the prevailing myth that fixing employee weaknesses will improve performance and enhance the organization’s competitive readiness. Unfortunately, fixing employee weaknesses only makes their performance normal or average, not outstanding. Excellence is the result of building on employee strengths while managing their weaknesses ‹not by eliminating weaknesses.
Organizational leaders often contend that employee weaknesses will take care of themselves (via time, experience, or luck), but that is yet another myth. Like any other problem, weaknesses don’t "disappear," they must be addressed and minimized. Employees build expertise via continual practice and reinforcement; hence, effective HRD activities should improve their existing competencies rather than fix their deficiencies.
How
to Keep E-Learners from E-Scaping
by Jim Moshinskie, PhD
Instructional designers can use several techniques to provide extrinsic
motivation to e-learners. Before the course begins, they should make sure that
the objectives are carefully aligned with identified learner needs. During the
course, chunk the content into short lessons that build on topics already
familiar to the learners. Use varied and creative interactions to encourage
curiosity. Provide plenty of practice time with legitimate feedback from
coaches. Support these efforts with noninstructional strategies such as special
recognition. After the course, celebrate the success with a personalized email
message, and provide ongoing support when the learner returns to the workplace.
By inviting the learners’ input and collecting information on how they learn
best, you can develop motivational approaches that keep your e-learners involved
‹and online).
Building
Flexible Technology Skills Using Concept Models
by Patricia L. Hardre
Technology training costs businesses money and time. Even more substantially,
failed technology training can cost companies goodwill and repeat business. The
nearer technological systems are to the front line, the greater the need for
flexibility, and concept understanding facilitates flexible technological tools.
Developing technology training that includes concept understanding, not just
functional keystrokes, offers savings in future training and can enhance
employees’ ability to meet customers’ changing needs. Building concept
models into training on new technological tools is one effective instructional
strategy that addresses the need for flexibility, as well as facilitating
long-term retention and retrieval. Including the concept of a system can be as
simple as a graphic representation that anchors the rest of instruction.
Designers and trainers concerned with long-term benefits of instruction should
consider incorporating concept models that support the development of accurate,
effective conceptual understanding.
The
Employee Mission Statement: A Tool for Improving Individual and Organizational
Performance
by Irving H. Buchen and Paul Zdrodowski
Most mission statements frequently are tired, boring, and unrevealing. They also are always about organizations, even though CEOs and managers regularly proclaim that employees make the difference. In addition, the recent notions of intellectual capital and knowledge workers have invested workers with greater importance and leverage and compelled companies to view workers and human resources in terms of increased productivity and profitability. But how to capitalize on the centrality of employees has been a problem. One approach is the construction of employee mission statements. Employees individually work through five stages. First, they craft an individualized description of what they currently do. Second, they adjust or supplement that description with what others with the same job have composed. Third, they harmonize what has been written with the collective tasks and focus of their division. Fourth, they align their individual and collective goals with the business objectives and priorities of the company. Finally, they project their development into the future and write a scenario of what they will become and what their stretch goals will be. This step-by-step process combines mission and vision by and for each employee and each unit. Moreover, the convergence of current competency and future aspiration helps to shape the culture of a company from the bottom up.
info@ispi.org
Would you like to receive more information?