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NU Values

NU Values. Performance Leadership “We Do What We Value” A seminar facilitated by: Strategic Staffing & Compensation Your NU Values Partner …. “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”. Today’s Map.

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NU Values

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  1. NU Values Performance Leadership “We Do What We Value” A seminar facilitated by: Strategic Staffing & Compensation Your NU Values Partner… “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

  2. Today’s Map • The Importance of Talent Management • We do what we value • Performance Leadership • From “Management” to “Leadership” • Performance Leadership Practices • NU Value Competencies – a leadership tool • Resources for You: • NU Website • Strategic Staffing & Compensation Staff

  3. NU ValuesObjectives • Link our jobs with the University’s mission and values • Provide a rewarding and equitable work environment • Enhance growth and advancement opportunities • Establish improved linkage between pay and performance • Maximize user understanding and support

  4. Market Surveys “Relevance” NU ValuesInfrastructure Job Evaluation “Job Families” “Zones” Job Documentation “Job Analysis” Pay Structures “Bands” “Zones” “Benchmarks” Performance Leadership “Competencies” “Key Behaviors”

  5. NU ValuesTalent “We must realize that people are the organization…. It's critically important to the success of the institution. Employee loyalty and satisfaction is what makes this place hum.”Chancellor Harold M. Maurer, M.D., UNMC Today, April 15, 2002

  6. NU ValuesImperatives for Talent Management • Elevate talent management to a burning organizational priority • Source great talent, then develop it aggressively “Opportunity for Leadership” McKenzie & Company, Talent War, 1998

  7. NU ValuesTalent Commitment and Retention Most influential factor: • Conflicts with supervisors • Simple training helps a lot • Develop a performance culture • Cultures that don’t recognize merit are demoralizing • Deal with low performers to keep the good ones Peter Cappelli, “The New Deal at Work”, Harvard Business School Press, 2001

  8. NU Values“New Deal at Work” • Trust is short-term, employees • Want criteria spelled out • Want to build skill set • Want to know how they are doing Peter Cappelli, The New Deal at Work, Harvard Business School Press, 2001

  9. NU ValuesCost of not managing talent The incurred costs associated with • Poor employee retention • Poor safety records • Poor per-person productivity • Lost work days …are hidden, but, significant The Gallup Organization, 2000

  10. NU ValuesThe cost of talent turnover Categoryx Annual Salary Front-line .41 Professionals 1.77 Managers 2.44 The Conference Board, 1999

  11. NU ValuesWhat Committed Employees Say • I know what is expected of me • I have the materials and equipment I need to do my work right • At work, I have the opportunity to do what I do best every day • In the last seven days, I have received recognition or praise for doing good work • My supervisor, or someone at work, seems to care about me as a person • There is someone at work who encourages my development The Gallup Organization, Q12 Items, 2001

  12. NU ValuesWhat Committed Employees Say • At work, my opinions seem to count • The mission or purpose of my company makes me feel my job is important • My associates or fellow employees are committed to doing quality work • I have a best friend at work • In the last six months someone at work has talked to me about my progress • In the last year, I have had opportunities to learn and grow The Gallup Organization, Q12 Items, 2001

  13. NU ValuesHow do we foster this commitment? • Focus on supervisors (and managers) • Reviews and appraisals…a good place to start Peter Cappelli, The New Deal at Work, Harvard Business School Press, 2001

  14. NU ValuesPerformance Process -- “As Is” • Tools for year-end documentation/discussion are good. • Process emphasizes “back-end” review • Minimizing ongoing feedback • Providing for passive observation with “after-the-fact” rating • Replacing “front-end” planning • Subordinate focus • Minimizing responsibility of supervisor to engage employee to achieve optimal results • There is not a solid and universal foundation of performance “leadership practices” • As opposed to the current performance management process

  15. NU ValuesLeadershipversus Management • Characterized by – • Front-end planning • Broadened definition of job roles • Ongoing dialogue and feedback • Systemic view of many contributing performance factors • Linkage of personal achievement to organization success

  16. NU ValuesManagement versus Leadership • Manage • : to handle or direct with a degree of skill: as a: to make and keep compliant • Lead • 1 a: to guide someone or something along a way c: to guide a dance partner through the steps of a dance

  17. NU ValuesManagement versus Leadership • Manager • Promoting stability and smooth operations • Maintenance of status quo • Leader • Articulating a mission or a goal and knowing how to bring everyone on board to get it accomplished • “Partner” in the dance, influencing the outcome

  18. NU ValuesManagement versus Leadership Performance INPUTs TRANSFORMATION OUTPUTs End-of-Process Inspection Leadership Front-end and Continuing Participation

  19. NU ValuesMeasuring an employee’s performance What are we really measuring… • The supervisor’s/manager’sdemonstration of leadership practices • What practice would generate favorable Q12 statements?

  20. NU ValuesLeadership Practice Communication

  21. NU ValuesWhat are we communicating?

  22. NU ValuesPerformanceLeadership Feedback Recognition & Reward Planning Appraise (a part of Feedback and Recognition) Expected Performance Performance Period

  23. Performance LeadershipPlanning • Goal setting • Clarification of competency key behaviors • Assignment and clarification of job responsibilities • Identify and address developmental needs “Takes time and effort…but…worth the investment!”

  24. Performance LeadershipFeedback • Largest gap between belief and practice • Lack of planning exacerbates poor feedback • Ongoing throughout the performance period • Practice as opposed to an event • Dialogue as opposed to forms and ratings • Information that enables maintenance of a • high probability of success

  25. Performance LeadershipRecognition & Reward • Favorable impact linked with personal interaction (motivation and appreciation) • Specific and timely • Monetary and non-monetary • “…ability to speak is one of the best motivational tools they have…” • Annual pay increases not clearly connected to any particular accomplishment.

  26. PerformanceLeadershipResults

  27. PLANNING & DECISION- MAKING ORGANIZING CONTROLLING LEADING NU ValuesPerformance Leadership Goal… • Become Performance Leaders… …rather than just “Year-end Raters”

  28. NU ValuesThe beginning… • Annual reviews are upon us • Good place to start • It is not simply the end, but the beginning of the next performance period • Initiate planning, feedback and recognition and reward • Tools are available to start • NU Values Website • Strategic Staffing & Compensation Consultants

  29. NU ValuesWebsite • Site Introduction • Performance Tools • Templates • Example of • Expectations Development • Feedback tools • Expectations Results Rating • Overall Performance Rating • Strategic Staffing & Compensation Consultants

  30. Managers Supervisors Human Resources Summary Performance Leadership “We Do What We Value” • The Importance of Talent Management • Performance Management versus Performance Leadership • Performance Leadership Practices • Resources for You • Thank You! “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

  31. NU Values Performance Leadership “We Do What We Value” Thoughts, Comments, Questions…

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