Managing People & Organizations
Performance Architects are in the business of investigating human performance issues in the workplace and determining how best to help their client organizations meet business goals.
Performance Architects have a license to snoop. We are in the business of supporting our client organizations in their quest for results that meet or exceed goals. We accomplish this by poking our noses into all aspects of how employees perform their jobs to learn how they contribute to those goals.
More than ever before, we need organizations that are able to learn and adapt. Only under those conditions can businesses remain competitive, employees upskilled and engaged, services and products relevant. Find out the direction leadership must take us.
The supervisor has more to do than simply manage her direct reports. She has to manage herself, understand the performance environment, and adjust her behavior to get the best results, given the circumstances. Find out what it takes.
While it’s not news that higher levels of wellbeing – in terms of job satisfaction – is associated with higher morale and thus productivity, what is new is the recognition that an employee’s emotional state at work can drive performance.
While the format and tone may have changed over the years, the annual review really needs an overhaul.
Performance improvement approaches from the commercial sphere are being adopted in the very different world of international aid support for transitioning societies. The challenges of applying these methodologies to this complex and foreign arena require special consideration for success.
Senior performance technologists often take on real societal challenges, with enormous multilevel needs and minuscule funding. Front-end assessment is conducted under demanding time frames with small teams. Success requires a melding of science and art.
This is the Forward extracted from the book Performance Assessment & Analysis discussing benefits of using the method to target improved performance in institutions.
There is a common misconception in discussions around transparency that all employees should know what others earn. This is unquestionably the wrong thing to do, as a person’s salary should be kept private.