For my whole career I have been under the impression that managers must be the ones responsible for motivating their staff. It stands to reason that if you can demotivate your people by doing the wrong things, you can therefore motivate them by doing the the right things.
As a blended specialist we have been keeping an interested eye on Tin Can, the standard that is set to replace SCORM and finally allow blended to become as seamless as our multi device, multi-platform lives. A lot has been said about Tin Can in the e-learning and learning tech community but its merits have not been embraced by the wider L&D community.
Here are three areas that can make a significant difference to the way in which your performance management system is perceived within your organisation. 1. People don’t truly get the vision (and it’s not their fault) Buy-in from competent people in the business is critical to the successful implementation of any organisational strategy yet John Kotter's Harvard research suggests that organisations under-communicate the vision by a factor of at least 10 and sometimes up to 1000.
If you really want to make a disconnect between performance management and your staff then here are three must haves for your team's job descriptions: 1.The old ones are the good ones Why go to the bother of updating perfectly good JD’s? If you’ve an old one that’s been faithful in the past, then save yourself the effort and issue it again.
In my previous two blogs, I articulated rule 1 of crappy performance management: Don’t tell anyone about the vision and rule 2: Never attempt to motivate staff as it will merely be seen as patronising. In this final instalment of the trilogy, the hero of crappy performance management wins the day as we trace the steps of the 3rd most importantrule when designing a ‘damp squib’ performance management system.
In my previous iThink article I articulated rule 1 of crappy performance management: Don’t tell anyone about the vision. In this blog post we step up a gear and think about the 2nd most important rule when designing a ‘wet lettuce’ performance management mindset.
It’s a rule well rehearsed in many organisations but if you are not quite there with it yet, here are some guidelines: 1. Make sure it’s over complex: Try to use as much jargon and technobabble as humanly possible 2. Be as boring as possible: A verbal picture is worth a thousand words, so never use metaphor, analogy or example 3.
I guess many companies have survived over many years without what we've started to call a 'learning culture' but without doubt, it's a major benefit in modern business. When Kaplan & Norton first published their 'balanced score card' method in the mid 1990's, it was interesting to note their attention to learning.
Whether you are looking for a training provider for the first time or looking to replace an existing supplier with an new one, there are a number of things that are important to keep in mind. We’ve summarised some key thoughts to help you select the perfect relationship that will deliver great learning experiences for years to come.
The way we work continues to change. Technology is making us increasingly mobile, where we work is more flexible, the expected is superseded by the unexpected, planning is shorter and what may happen next year is often a mystery. With this backdrop, some organisations are finding their staff are increasingly frustrated with the annual round of performance management.
