Getting the Best from Your Employees

1. Getting the Best from Your Employees Lisa Tucker Office of Claims Chief Learning Officer, Ajack Inc. December 15, 2013

2. Lesson Objectives • Understand the Human Performance System • Apply Concepts to Ajack Employees • Evaluate Effectiveness of Performance

3. Human Performance System “Every organization is founded by people, run by people and it’s established to provide value to people who are it customers/stakeholders” – Donald Tosti

4. Human Performance System – Donald Tosti

5. Human Performance System

6. Test Your Knowledge-Human Performance System

7. Answer key – Human Performance System • Initiate any activity • Output • Process • Input • The stakeholder interacts with a physical and social environment that may consist of the necessary tools and equipment, relationships with other people, etc. • Conditions of the environment • Output • Input • Used to change performer’s actions • Process • Output • Feedback

8. Feedback – Human Performance System • Formative Feedback • 360-Degree Feedback

9. Formative Feedback – Feedback

10. 360-Degree Feedback – Feedback

11. Quiz-Feedback

12. Answer key – Feedback • 360-feedback happens at the point of action . (T/F). • Formative feedback is also called multisource feedback . (T/F) • Confounding happens when all feedback is “lumped” together. (T/F) • Feedback is useful if provided in a way so that the recipient can use it to make a change. T/F) • Feedback should motivate the recipient to make a change. (T/F) • Feedback is difficult to interpret when it is hard to maintain the change over the long term. (T/F) • Overload happens when the recipient gets too many recommendations for change at once. (T/F) • A defensive response occurs when feedback is too small of a sampling of the person’s practice. (T/F)

13. Application to Ajack Employees Phase 1 Initiate Phase 2 Investigate Phase 3 Evaluate: Collision Repair Phase 4 Negotiate Phase 5 Finalize Current Claims Estimation Process

14. Application to Ajack Employees – Continued • Performance Interventions • Performance Support • Quality Control • Personal Development

15. Performance Effectiveness Evaluation

16. Summary • Apply Human Performance System Concept to Improve Performance • Use Interventions to Bridge Performance Gap • Evaluate Performance for Effectiveness

17. Course Survey

18. References Rummler, G.A.,  & Brache, A. P. (2013). Improving performance: How to manage the white space on the organization chart , (3rd ed). San Francisco: Jossey-Bass. Tosti, D.T., Addison, R. M. (2009). 360-degree feedback: Going around in circles? Performance Improvement, 48(3), 36-39. doi:10.1 002/pfi.20069 Tosti, D. T. (1987), Formative feedback. Nonprofit Management Leadership, 26: 18–21. doi: 10.1002/pfi.4160260209 Tosti, D.T. (2006). Human performance technology. BP Trends. Retrieved January 29, 2013 from http://www.bptrends.com. Van Tiem, D.M., Moseley, J.L., & Dessinger, J.C. (2004). Fundamentals of performance technology: A guide to improving people, process, and performance, (2nd ed).  Silver Spring, MD: International Society for Performance Improvement.