Employee Performance Presentation

8/6/2019 Employee Performance Presentation

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EMPLOYEE

PERFORMANCE


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GROUP MEMBERS

SHUJA-UL-HASSAN

3488-MBA-S08

MUSHOOD IQBAL AHMED

3463-MBA-S08

FARHAT ULLAH

3854-MBA-F08SHAKEEL ABBAS

3833-MBA-F08


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EMPLOYEE PERFORMANCE

PERFORMANCE

Knowledge Skill Motivation Enviroment


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PERFORMANCE GAPS

The difference between whatpeople are doing now and what

we actually want them to do.

Most of th

e problem wh

ich

we arefacing today are yesterdays

problem that come back to hunt

us.

This can be very satisfying tosolve the fundamental problem

rather than the quick fix.


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TWO APPROACHES


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PERFORMANCE ANALYSIS

In performance analysis we analyze the

causes for a performance gap before

implementing solutions.

Some time also known as Diagnostic problemsolving

Only 30% is applied that the people have

learned.


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PERFORMANCE ANALYSIS

problem

Solutions

Diagnose

causes

Quick

Fix

Re Fix

Re Fix


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Two Different Approaches

THE DIAGNOSTIC APPROACH Strengths

Solutions based on causes are mostly to workfirst time

WeaknessesCan take time, paralyze by analyze

THE QUICK FIX

Strengths

Allows instant action and the impression ofprogress

Weaknesses

You can waste time by fixing the wrong thing


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THE CHANGE CYCLE

Many people dont realize that individual andteams can move forward and backward

through this change cycle

`

Complacency Resistance

Positive anxiety

/PerformanceChaos/

Change


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IN COMPLACENCY

You may need to disturb people

Identify the problem.

Identify the cost of performance gap.

Make them see that they cannot stay here.

IN RESISTANCE

Make it clear it is our problem.

We are the part of problem.

We/you are on diagram.


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o IN CHAOS AND CHANGE

Provide a vision of where we want to be.

Involve people in the solution

Agree goals.

Set action plans.

o IN POSITIVE ANXIETY/PERFORMANCE

Set stretching new goals.

Give regular feed back

Celebrate success.

Encourage and stimulate greater efforts


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The Seven steps process


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What is the problem?

Not th

e assumed solution. What is the real problem?

In this step we focus on the initial idea of

problem and to avoid the solutioneering start.

We may have unwrittingly thought of the

solution before we have understood the

problem.

Define the apparent problem.

The presenting problem.

Be careful about the specification of problem.


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Who is involved?

Performance problems are about people.People often talk about problem as if it issome thing to do with a thing like acomputer application or a procedure butthese systems do not have any problem, It

is always the people who face problem andbecome a part of solution.

Draw a diagram of all the people involved in

the problem.

Put the key people in the centre. Make links between the key people.

Label what is happening between them.


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System diagram a bank

Enquiries

Area

Manager

Area

Salesperson

Branch

Manager

Supervisor

Financial

Advisor

Back Office

Customer


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What is happening now?

Any problem will actually be made up of

several performance gaps.

The people who are involved in problem are

doing what at now.

Manager

Other

cashier

Supervisor

No 1

cashier

Customer


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What do we want to happen?

Creating a vision of the future.

Visualizing the desired performance.

Using high performance.

Motivating goals.

Writing effective goals.

Future

Goal

NowPower


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What is cost of the gap?

Quantifying the gap.


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What are the causes and potential

solutions?

Focusing on the key people.

Causes of low performance.

CreativityTechniques.

Motivation.

Introduce incentives and Rewards.

Environment. Improve management.


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Action Plan Group solutions together. Agreeing dates for review.

Measuring success and keeping it going.


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Employee Performance Presentation

Documents

Transcript of Employee Performance Presentation