TALBOT &

Associates Ltd

Business Efficiency Through People

TALBOT &

Associates Ltd

Aim of the session

People are the greatest asset and often the greatest cost, this session will show you how to maximise the ROI you have made

TALBOT &

Associates Ltd

Strategy Cascade

Business

Functional

Team / Operational

TALBOT &

Associates Ltd

Definitions of business performance measurement

• Critical Success Area• Critical Success Factor• Key Performance Indicator

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Associates Ltd

Examples of Critical Success Areas

• People - availability, skills and attitude• Resources - People, equipment, etc• Innovation - ideas and development• Marketing - supplier, customer satisfaction• Operations - continuous improvement, quality,• Finance - cash flow, available investment etc

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Practical implicationsEmergent StrategiesPlanned Strategies

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Business needsCurrent Future

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The Right The Right PeoplePeople

Performing Performing at the right levelat the right level

Behaving Behaving in the right Wayin the right Way

The Management Concept

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Associates Ltd

Why people do things

• What a person is trying to do• How hard a person is trying• How long a person keeps trying

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Associates Ltd

Three well known theories of Motivation

• McGregor’s X and Y• Maslow’s Hierarchy• Hertzberg’s Hygiene Factors

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Four important theories to know

• McClelland’s Needs • Vroom’s Expectancy Goal • Reactance• Adam’s Equity

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Feel Act

Think

Engagement

Employee Engagement Measurement Dimensions

What employees think about what is required of them and what has

been put in place for them

How employees feel about work and those they work

withEmployees attachment to the

organisation and willingness to invest effort

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Managing Performance

Performance Expectations

Performance and

Development Plan

Reviewing and

appraising performance

Action – work and

development support

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Performance Expectation

• The Standards • The Behaviours • Clear Objectives • Its about development • Evidence

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When things go wrong

• Reactive recruitment• Power conflict• Tactical training • Peter Principle• Bring in the clones

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Characteristics of High Performance Organisations

• Work Clarity• Capability Assessment• Strategic Resource Alignment• Goals for Success• Staff Engagement• Multiple Source Feedback• Managing Work• Learning Organisation

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Interference in managing poor performance?

• Historic tolerance of poor performance • Fear of the reaction• Lack of evidence• Team morale may suffer• Denial• Lack of SMART goals making performance difficult to measure• Lack of confidence and confusion around how to manage the situation• Fear• Time

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When a Problem with Performance is Identified

• Act promptly• Consistency• Discuss performance • Document all conversations• Establish any reasons that might affect performance, both

internal and external• Make the performance, not the individual the issue• Address objectives or behaviours, or both 

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Associates Ltd

Understanding the likely response

• Denial• Excuses• Justification• Acceptance• Change

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The Right The Right PeoplePeople

Performing Performing at the right levelat the right level

Behaving Behaving in the right Wayin the right Way

The Management Concept

TALBOT &

Associates Ltd

Motivation:

• The willingness of an individual to give you discretionary effort

TALBOT &

Associates Ltd

Aim of the session

People are the greatest asset and often the greatest ongoing cost, this session will show you how to maximise the ROI you have made

TALBOT &

Associates Ltd

Tom TalbotMBA, MA (HRM) Chartered FCIPD, FCMI, FIC

Talbot & Associates Ltdwww.talbotassociates.co.uk