PERFORMANCE PERFORMANCE MANAGEMENT MANAGEMENT

PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT

COLONEL (PROF) A R PATIL VTU BELGAUM

MODULE 4 MODULE 4 PERFORMANCE PERFORMANCE CONSULTING CONSULTING

PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction

The Concept and the need for performance consulting

The role of the performance consulting

Designing and using performance relationship maps

Contracting for performance consulting services

Organizing performance improvement department

Conclusion

PART 1 PART 1 The Role of the The Role of the

Performance ConsultantPerformance Consultant

1 The traditional training process confuses training activity with performance improvement

2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job

3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs

Introduction Performance Introduction Performance ConsultingConsulting

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT

COLONEL (PROF) A R PATIL VTU BELGAUM

MODULE 4 MODULE 4 PERFORMANCE PERFORMANCE CONSULTING CONSULTING

PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction

The Concept and the need for performance consulting

The role of the performance consulting

Designing and using performance relationship maps

Contracting for performance consulting services

Organizing performance improvement department

Conclusion

PART 1 PART 1 The Role of the The Role of the

Performance ConsultantPerformance Consultant

1 The traditional training process confuses training activity with performance improvement

2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job

3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs

Introduction Performance Introduction Performance ConsultingConsulting

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

MODULE 4 MODULE 4 PERFORMANCE PERFORMANCE CONSULTING CONSULTING

PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction

The Concept and the need for performance consulting

The role of the performance consulting

Designing and using performance relationship maps

Contracting for performance consulting services

Organizing performance improvement department

Conclusion

PART 1 PART 1 The Role of the The Role of the

Performance ConsultantPerformance Consultant

1 The traditional training process confuses training activity with performance improvement

2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job

3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs

Introduction Performance Introduction Performance ConsultingConsulting

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction

The Concept and the need for performance consulting

The role of the performance consulting

Designing and using performance relationship maps

Contracting for performance consulting services

Organizing performance improvement department

Conclusion

PART 1 PART 1 The Role of the The Role of the

Performance ConsultantPerformance Consultant

1 The traditional training process confuses training activity with performance improvement

2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job

3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs

Introduction Performance Introduction Performance ConsultingConsulting

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PART 1 PART 1 The Role of the The Role of the

Performance ConsultantPerformance Consultant

1 The traditional training process confuses training activity with performance improvement

2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job

3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs

Introduction Performance Introduction Performance ConsultingConsulting

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

1 The traditional training process confuses training activity with performance improvement

2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job

3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs

Introduction Performance Introduction Performance ConsultingConsulting

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is Performance Consulting What is Performance Consulting

1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization

2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Why the need for performance consulting

Because it is a process that requires a strategic performance-focused approach

It is a process that does not merely implement solutions but achieves sustained results

It is a process that requires linking HR and Learning solutions directly to business requirements

Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

It is two roles that people fill when working within the process

The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals

The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is the Concept of What is the Concept of Performance Consultation Performance Consultation

Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes

The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is the role of Performance What is the role of Performance ConsultingConsulting

The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated

A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance

It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

1 Develop and communicate vision and mission statement

2 Empower direct reports to accept more accountability

3 Coach employees in maximising their potential

4 Become a positive model of leadership

5 Provide positive and correct feedback

What is the role of Performance What is the role of Performance ConsultingConsulting

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PART 2 PART 2 Designing and Using Designing and Using

Performance Relationship Performance Relationship Maps Maps

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is Performance Relationship What is Performance Relationship MappingMapping

Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is the scope of Designing and Using Performance Relationship

Maps

1 Mapping the Components of Performance

2 Identifying Business Needs in Operational Terms

3 Developing Models of Performance Required to Achieve Business Goals

4 Creating Performance Models

5 Performance Assessments Identifying Actual Performance

6 Identifying Factors Impacting Performance

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Business and Operation Results Business and Operation Results MappingMapping

1 SHOULD

3 Is

2 SHOULD

4 Is

Casual Linkage

Casual Linkage

Operational Results On-the-Job Performance

Volume $ 26 Million

Volume $ 20 Million

Gross Margin 13

Gross Margin 8

GAP

ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE

1 Increasing competition2 Downward price pressure

Operational Objective Increase SalesSales manager Performance Needs

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Environmental Supports

Data

1 Relevant and frequent feedback about the adequacy of performance

2 Descriptions of what is expected of performance

3 Clear and relevant guides to adequate performance

Resources

Tools and materials of work designed scientifically to match human factors

Incentives

1 Adequate financial incentives made contingent upon performance

2 Non-monetary incentives made available

3 Career-development opportunities

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Performance Relationship Performance Relationship MappingMapping

1 SHOULDIncr ReliabilityIncr Profit

3 IsExternal CausesInternal Causes

2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised

4 Is Current Status amp

Gaps

Casual Linkage

Casual Linkage

GAP

Environmental Factors Impacting Performance

1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System

External Internal

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Designing and using Designing and using performance relationship mapsperformance relationship maps

Information Instrumentation Motivation

Personrsquos Repertory of

Behaviour

Knowledge

1 Systematically designed training that matches the requirements of exemplary performance

2 Placement

Capacity

1 Flexible scheduling of performance to match peak capacity

2 Prosthesis

3 Physical shaping

4 Adaptation

5 Selection

Motives

1 Assessment of peoplersquos motives to work

2 Recruitment of people to match the realities of the

situation

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PART 3 PART 3 Contracting for Contracting for

Performance Consulting Performance Consulting

ServicesServices

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

o They are based upon trust

o They articulate mutually shared expectations

o They are living agreements that are continually renegotiated

o They are critical to the success of the project

o They require performance consultants to perform in the role of a guide while client has the role of a decision maker

Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve

1 Identifying and Responding to Opportunities for Performance Consulting

2 Contracting for Performance Assessment

3 Contracting for Performance Implementation

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PERFORMANCE CONSULTING

1048707 assist management in identifying the performance required to achieve business goals

1048707 determine the degree to which the work environment of employees will support and encourage the performance required and

1048707 determine the impact of the work done to support performance change

In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully

What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

What is the process of Performance Consulting

Identification Of BusinessGoals

Formulationof PerformanceModels

Determination of PerformanceStrengths amp Gaps

Determination of causes for Performanceproblems

1 3 42

PART1 ASSESSMENT OF CONTRACT

Formulationamp

ImplementationOf

CommunicationPlan

Formulate and Implement a Training Curriculum Plan and Programme

PART2 IMPLEMENTATION OF CONTRACT

Use Models as basis for PerformanceManagement System

Formulate and Implement a Work Environment Action Plan

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

1 Deliverables to be produced Who is responsible for actions to be taken

What specific decisions will be made from information collected

What will be the format of the final report

2 Processess to be used in accomplishing the deliverables

Sources of information

What types of information

What methods of data collection

No of people to be engaged

Protection of identity of the people

The Assessment of a ContractThe Assessment of a Contract

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

3 Roles and responsibilities Responsibility for desigining collecting analysing

and reporting

Responsibility for legalising the project

Responsibility for providing access to the information

4 Time frame and costs

The Assessment of a ContractThe Assessment of a Contract

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

How to Organizing a Performance Improvement Department

The Six Elements of a Performance Improvement Department

Forming a Strategic Plan for the Transition to Performance Improvement

UNILEVER CASE

The FMCG market has changed dramatically over the past

five years Increasing global competition and increasing

power of the retailers has put pressure on the business

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

1 Name of the department

2 Mission of the department

3 Services offered by the department

4 Roles of those within the depatment

5 Actual organisation structure

6 Accounting and measures for the department

What are the six elements of What are the six elements of Performance Implementation Performance Implementation

Department Department

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Traditional Departments Training Department

Education Depertment

Training and Development Department

Performance Consulting Departments Performance Implementation Department

Intelligence amp Organisational Performance Department

Performance Consulting Department

Performance Enhancement Department

Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

1 Performance Implementation Department Identification of needs

Desigining and development of training programmes

Delivery of structured learning experience

Training trainers and assuring quality of training

Evaluation of training programmes

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training

actions that are taken to change performance Consulting with management on business and

performance needs Proactively identifying performance

implementation for future business goals and needs

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

3 Performance Consulting Department Client Liasion

Performance Analyst

Performance Consultant

Impact Evaluation

4 Performance Enhancement Department

What are Functions of What are Functions of Performance Consulting Performance Consulting

Departments Departments

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department

Manager

ManagementDevelopment

Function

TechnicalFunction

Sales ampMarketingFunction

OtherFunctions

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

DesignDevelopment

Instructor

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Performance Improvement Performance Improvement DepartmentDepartment

Manager

Sales ampMarketingFunction

ManufacturingFunction

ResearchFunction

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor

bullClient LiasionbullPerformance

AnalystbullDevelopment

ConsultantbullInstructor

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

High-level view of the Corporate Centre structure

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

Performance Management in Multi-national Company

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION

CONCLUSIONCONCLUSION

• PERFORMANCE MANAGEMENT
• PERFORMANCE MANAGEMENT
• MODULE 4 PERFORMANCE CONSULTING
• PERFORMANCE CONSULTING
• PART 1 The Role of the Performance Consultant
• Introduction Performance Consulting
• What is Performance Consulting
• Why the need for performance consulting
• What is the Concept of Performance Consultation
• Slide 10
• Slide 11
• What is the role of Performance Consulting
• Slide 13
• PART 2 Designing and Using Performance Relationship Maps
• What is Performance Relationship Mapping
• What is the scope of Designing and Using Performance Relationship Maps
• Business and Operation Results Mapping
• Designing and using performance relationship maps
• Performance Relationship Mapping
• Slide 20
• PART 3 Contracting for Performance Consulting Services
• Assumptions of Contracting for Performance Consulting Services
• What does contracting for Performance Consulting involve
• What is the Purpose of Performance Consulting
• What is the process of Performance Consulting
• The Assessment of a Contract
• Slide 28
• PART 4 Organizing a Performance Improvement Department
• How to Organizing a Performance Improvement Department
• What are the six elements of Performance Implementation Department
• Traditional and Performance Consulting Departments
• What are Functions of Performance Consulting Departments
• Slide 34
• Slide 35
• Slide 36
• Slide 37
• High-level view of the Corporate Centre structure
• Performance Management in Multi-national Company
• CONCLUSION