Assignment 2.2 presentation jb grant case study group 4 (part 1)
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This presentation is based on JB Grant, the company that specializes in smart home devices. There are no problems with performance measurement or employee engagement; however, there is always room for trying new things! Here is part one of our slide
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Assignment 2.2 presentation jb grant case study group 4 (part 1)
- 1. J. B. GRANT TECHNOLOGY Performance Measurement Systems: Is it time for a change? Mary Belour, Vanessa Dereef, Jennifer Snelling, and Sahnya Thom IOP 700 09/11/2018
- 2. J.B. GRANT-INTRODUCTION • High Performing Technology Company: Best company for which to work • Create Interactive Smart Home Devices BL • Mid-sized team of project managers and software engineers • No issues in performance, staff is highly engaged • TRADITIONAL PERFORMANCE MEASUREMENT SYSTEM • Question: Will their approach serve them well moving forward?
- 3. History of Performance Measurement • Early 1900s: The Performance Appraisal’s Informal Beginnings • 1950s: Developing a Formal System • 1960s: Measuring Objectives & Goals • 1970s: Finding Flaws • 1980s – Early 2000s: Holistic Measures • Modern Day
- 4. STRENGTH BASED PERFORMANCE APPRAISAL (SBPA) • Seven principals borrowed from Positive Psychology (Seligman, et.al., 2005) 1. Feedforward Interview- positive work experiences 2. Reflected Best Self- focus on strengths vs. weaknesses 3. Developing Strengths- find a new way to use your strength 4. Happiness Research- happiness sparks creativity 5. A Ratio of 3:1 between positive and negative- warm feedback makes cold feedback easier to deliver and receive 6. A win-win approach-concern for self and others 7. Positive organizational core and collective efficacy- cause of our success
- 5. SBPA IN ACTION • 1. Supervisor-Employee Meeting-supervisor praises employee’s contribution • 2. Web questionnaire-identifies discrepancies in stories and work performance • 3. Discussion on strengths- how to expand their strengths at work • 4. Picture of positive core- to highlight strengths and one weakness • 5. Feedforward party-celebrate the best stories in the company • 6. Goal follow-up conversation-assess if strengths are being better expressed at work
- 6. Balanced Score Card (BSC) • The BSC is a tracking and managing framework for an organization’s strategy investigating drivers and outcomes of company goals. • Measurement IS part of the business strategy • Describes and measures strategy while tracking the actions for improving results • Lagging & Leading key indicators • Tracks progress while engaging employees
- 7. Balanced Score Card (BSC) Key words: • Objective - Goal • Measures – How? • Initiatives – Actions, can be multiple • Action items – Assign jobs to accomplish initiatives
- 8. Balanced Score Card (BSC) Broken down into four perspectives: 1. Financial – cash flow, revenue, expenses, net profit 2. Customer – brand, customer retention, market share 3. Process - resource allocation, quality control, delivery, inventory 4. People/Growth – skills, education, training, corporate culture & attitudes (Rohm & Malinoski, 2010)
- 10. JB Grant & Balanced Score Card 1. Financial – product development expenses and ROI, what to invest in and what to not invest in, successful innovation and product development 2. Customer – respond to customer issues with devices, and tech customers want improvement and upgrades, measure customer trends 3. Process - marketing, product managers and device development need to thrive in competitive home device market, product launch plans, stay innovative 4. People/Growth – cross-discipline team work, out of the box thinking and market disruption, innovation, product management expertise (Rohm & Malinoski, 2010)
- 11. Balanced Score Card (BSC) Inquiries: 1. Financial – “How do we want to appear to our shareholders?” 2. Customer – “How do we want to appear to our customers?” 3. Process - “What business processes do we need to excel at to satisfy our shareholders and customers?” 4. People/Growth – “How do we meet our vision while growing and remaining agile with exponential change in technology?”
- 12. Performance Measurement Challenges 1. Complex processes 2. Need clarity on which variables to measure 3. Competing goals 4. External factors
Hinweis der Redaktion
- Performance management is been in existence for slightly over 100 years. However, the concept has evolved in the way companies conduct appraisals has changed dramatically over the years. Here is an overview on Performance Management Early 1900s: The Performance Appraisal’s Informal Beginnings Several sources suggest that performance appraisals were invented by Walter Dill Scott -known as the first to apply psychology to personnel selection and management and advertisement. Performance Management was first heard as early as World War I. Dr. Scott offered his skills to the army to help select military personnel. Although this was recorded as the earliest documented use of performance appraisals, however, Dr. Scott’s system was not a widely-recognised concept, and it wasn’t until around mid-century that more formal appraisal systems became implemented by a large number of businesses no doubt through Dr. Scott as he took his skills to the field of advertisement 1950s: Developing a Formal System By the mid-1950s, formal performance appraisals were much more commonly known. Many organizations used personality-based systems for measuring performance. Towards the end of the 1950s, people were not comfortable with the concept nor the development of focusing on monitoring personality and not performance performance. Personality and Behaviorism was on the rise within the field of psychology at this time. 1960s: Measuring Objectives & Goals By the 1960s, there was a greater focus on self-appraisal. People were curious about their behaviors. Most performance appraisal systems were geared more towards looking at individuals as a potential to do better as well as looking for hidden talents that an individual may possesses. Performance appraisals began to actually assess performance, by focusing more on goals and objectives and included self- evaluation. 1970s: Finding Flaws During the 1970s, there was a lot of criticism about how appraisals were being conducted, and several cases were even taken to court. It appears that this apprasailts or evaluations were subjective and based on opinions and not actual measurements. Organizations began to include more psychometrics and rating scales. 1980s – Early 2000s: Holistic Measures The following 20 years saw an increase in organizations focusing on employee engagement and motivation. Organizations began de developing measures and conducting research on self-awareness, communication, teamwork, conflict reduction and the ability to handle emotions. Modern Day Performance Management Currently organizations are focusing on creating more equal work environments where employees are provided with strength based performance appraisals then appraisals that focuses on weaknesses and flaws. There is now an increase in performance management systems that seek multiple feedback sources when assessing an employee’s performance. As started in Bouskila-Yam and Kluger (2011) as well as in Trosten-Bloom, Deines, and Carsten (2013) organizations are utilizing positive performance management and strength based appraisal and goal setting from Positive Psychology to increase motivation and performance. With technology providing the best flexibility, and with more companies recognising the value of a great company culture, the definition of what good performance will continue to change. Performance management is been in existence for slightly over 100 years. However, the concept has evolved in the way companies conduct appraisals has changed dramatically over the years. Here is an overview on Performance Management Early 1900s: The Performance Appraisal’s Informal Beginnings Several sources suggest that performance appraisals were invented by Walter Dill Scott -known as the first to apply psychology to personnel selection and management and advertisement. Performance Management was first heard as early as World War I. Dr. Scott offered his skills to the army to help select military personnel. Although this was recorded as the earliest documented use of performance appraisals, however, Dr. Scott’s system was not a widely-recognised concept, and it wasn’t until around mid-century that more formal appraisal systems became implemented by a large number of businesses no doubt through Dr. Scott as he took his skills to the field of advertisement 1950s: Developing a Formal System By the mid-1950s, formal performance appraisals were much more commonly known. Many organizations used personality-based systems for measuring performance. Towards the end of the 1950s, people were not comfortable with the concept nor the development of focusing on monitoring personality and not performance performance. Personality and Behaviorism was on the rise within the field of psychology at this time. 1960s: Measuring Objectives & Goals By the 1960s, there was a greater focus on self-appraisal. People were curious about their behaviors. Most performance appraisal systems were geared more towards looking at individuals as a potential to do better as well as looking for hidden talents that an individual may possesses. Performance appraisals began to actually assess performance, by focusing more on goals and objectives and included self- evaluation. 1970s: Finding Flaws During the 1970s, there was a lot of criticism about how appraisals were being conducted, and several cases were even taken to court. It appears that this apprasailts or evaluations were subjective and based on opinions and not actual measurements. Organizations began to include more psychometrics and rating scales. 1980s – Early 2000s: Holistic Measures The following 20 years saw an increase in organizations focusing on employee engagement and motivation. Organizations began de developing measures and conducting research on self-awareness, communication, teamwork, conflict reduction and the ability to handle emotions. Modern Day Performance Management Currently organizations are focusing on creating more equal work environments where employees are provided with strength based performance appraisals then appraisals that focuses on weaknesses and flaws. There is now an increase in performance management systems that seek multiple feedback sources when assessing an employee’s performance. As started in Bouskila-Yam and Kluger (2011) as well as in Trosten-Bloom, Deines, and Carsten (2013) organizations are utilizing positive performance management and strength based appraisal and goal setting from Positive Psychology to increase motivation and performance. With technology providing the best flexibility, and with more companies recognising the value of a great company culture, the definition of what good performance will continue to change.