Speaker's
Corner Why Performance Management Fails (And What To
Do About It)
Need
A Speaker For Your Conference, Keynote or Company Meeting?
A different way of looking at performance management & appraisal.
Consistent with the modern worplace and the work of Deming et al. Ask Us.
We will come!
We can speak on a a a number of performance management and appraisal related topics. Below one is described.
Why Performance Management Fails
(And What To Do About It)
Almost every company says
they do performance management and performance appraisals. Generally, employees
hate them. Managers hate them so much they will do almost anything to avoid
doing them. And HR/personnel departments spend a good amount of energy
trying to get them done. Why is that?
The reality is that despite
the lip service given to the importance of appraisals and performance management,
a good many people believe that it is a waste of time. And, often they
are correct. There are two issues: Can performance management systems add
value to the company? That is, can they return more value than they cost?
The second issue is how can we best use performance management and appraisal
so they return value?
Robert customizes his
presentation on this topic to suit the audience, but possible sub-topics
include:
• Reasons why we need
performance appraisal and management
• Why most performance management and appraisal systems
don’t really measure an employee’s real contributions
in today’s world.
• Why most performance appraisal systems can’t possibly
add value
• Why a one-size across the company performance appraisal
system almost always sucks value from the organization.
• Why almost everyone hates being involved in performance
management and appraisal.
• How to develop a performance management system so that
it is strategic and realistic and adds value
• The danger of employee rating systems
• The outright stupidity of employee ranking systems (and
when they DO fit)
• The use of 360 feedback - making a poor process worse.
• The necessity of linking appraisal to a company’s strategic
goals.
Prospective Audience:
Executives, managers,
supervisors, and human resource staff.
PS.
If you are interested in specifics on keynotes we have
done on performance management check out the material
we created for the New
York Human Resources Conference, and several sessions
for Linkage,
Inc.
Your Presenter - Who Is Robert
Bacal?
Robert
Bacal is a dynamic stimulating speaker whose forte
is questioning common assumptions in business, management,
training and communication, and helping others approach
common issues and problems from a different perspective.
Holding a Masters degree
in applied psychology, Robert has been training others and speaking for
two decades in corporate, government and university settings. Other experiences
include working as an organizational development consultant, an instructional
design specialist, serving on an academic research journal editorial board,
and even working with multiple murderers in a mental health setting.
Currently Robert is head
of two companies, Bacal & Associates, a consulting organization, and
the Institute For Cooperative Communication, a virtual organization whose
mandate is to develop, explore and teach ways to prevent and deal with
conflict.
Robert is also the author
of eight books ranging from “Defusing Hostile Customers Workbook for Public
Sector” to “A Critique of Performance Management Systems - Why Don’t They
Work”. His newest book, Conflict Prevention In The Workplace - Using Cooperative
Communication was released in May, 1998. Expected this year is a rewritten
and expanded edition of his book on performance management and a book on
performance management published by McGraw-Hill.
In addition to books,
Robert is a regular writer for Today’s Supervisor in California, and former
writer and publisher of The Public Sector Manager Newsletter and The Work-Smart
Bulletin. His articles have been used all over the world in academic and
business settings and reproduced in association publications such as the
International Association of Facilitators.
Robert applies several
principles to his speaking and training engagements. First, no canned speeches.
All speaking and training engagements are custom-designed. Second, Robert
will only speak or offer training in topic areas where he has a considerable
level of expertise. Third, passion and energy. Robert only speaks on issues
where he feels a passion for the particular issues. It shows.
Robert’s work can be summed
up with the following quote:
My job is not to have
all the answers. I’d like to have all the answers but
I won’t pretend I do. My real job is to help people who
attend my sessions question assumptions, and explore ways
for them to solve their own problems, whether it be in
team-development, performance management or customer service.
Two criterion for success. People who attend my sessions
should walk out thinking just a bit differently. And,
they should laugh, enjoy and relax while they are there.
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