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Getting the Best from Your Employees

Getting the Best from Your Employees. Lisa Tucker Office of Claims Chief Learning Officer, Ajack Inc. December 15, 2013. Lesson Objectives. Understand the Human Performance System Apply Concepts to Ajack Employees Evaluate Effectiveness of Performance. Human Performance System.

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Getting the Best from Your Employees

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  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.

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