Book Description
Managing employees in today’s rapidly evolving workplace can sometimes feel like negotiating a minefield. Such recent new trends as flextime, telecommting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised and updated edition of Ferdinand Fournies’s classic management coaching "bible" shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years.
In this book, you’ll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You’ll learn precisely what to say and do so that each person you supervise will want to give you his or her best work--even when that person was previously thought to be a "problem employee." Packed with brand-new case studies from Fournies’s latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, "hands-on" manager that every company today is looking for!
Customer Reviews:
A valuable reference on an important skill.......2007-09-02
This is an excellent book on coaching. You will read other views here to the contrary, but that is largely due to the many interpretations of the word "coaching." My primary focus is coaching managers and salespeople in a highly demanding, very technical field. There are many useful and effective tools presented in Fournies' work. Not everything will be applicable in every situation, but this book will give you many ideas for respectful, empathic coaching. If you are a "life coach" or a "mentor" you may prefer other techniques, but you'll still find some good advice here. Looking for achievement and opportunities to provide reinforcement can hardly be considered bad advice. Many managers simply don't know how to make the transition from technical expert or great performer to someone responsible for the performance of others. Fournies gives some valuable tips on doing so.
My recommendation is to read several books on coaching, beginning with John Whitmore's 3rd edition of Coaching for Performance. If you coach salespeople, also read Managing Major Sales by Rackham and Ruff. And if you are coaching others, read Emotional Intelligence by Daniel Goleman; coaching others requires, first and foremost, self-awareness, self-regulation, and empathy. Goleman's book will raise awareness of the importance of these qualities in business and in life.
Great Handbook for New Managers.......2007-04-03
I have been a sales manager for 10 years. In that time I have read close to 100 books on management and leadership. this is one of my favorites. It is an easy read, it makes solid points and it provides clear direction on what a manager needs to do to help get the most out of their people. I highly recommend this book.
Best business book EVER.......2006-11-10
This is a must have for anyone in a supervisory or managerial role. Simple concepts, easy read...with actual dialogues to help you practice the coaching techniques discussed. And best of all, IT WORKS.
One of the most useful management books yet.......2006-11-06
I wish I had found this book when I started managing people 20 years ago, it would have saved me a lot of painful trial and error. It is a remarkably practical guide that addresses the main problem that many managers face: how to confront performance issues in a way that will yeild a positive outcome, while not crushing or otherwise demotivating the employee. It includes examples of realistic conversations (including the extended silences that often happen, and the brush-off responses, the stalemates). It is also a book that can be constructively shared with your entire team - including those with performance issues - as it helps defuse all emotion and keeps the conversations on the actual and observable behaviors that are getting in the way of the business.
Most Disappointing.......2006-08-24
Having worked in the mental health community for sometime, I was already familiar with this technique and have been using it already. I felt the book was really droll and somewhat condescending in tone. I wouldn't purchase it again. His companion book "Why Employees Don't Do What They're Supposed to Do and What to Do about It" is a more practical read and enjoyable too--I would recommend that one.
Book Description
Provides analysis of 650 jobs, based on 20 years of research using the McClelland/McBer job competence assessment (JCA) methodology. Includes generic job models for entrepreneurs, technical professionals, salespeople, service workers and corporate managers. Defines JCA and describes in detail how to conduct JCA studies. Suggests future directions and uses for competency research.
Customer Reviews:
Essential & Exceptional.......2003-10-21
The phrase "essential reading" is a cliché, however, this is truly essential reading for anyone seeking to understand competencies.
Not bed-time time reading; this is a technical book for HR professionals. Detailed and lucid (although the neophyte may prefer to start with something a little lighter, eg some emotional intelligence work by Goleman).
A good index and bibliography.
Required reading to become a true competency expert.......2002-12-07
I have studied and used dozens of books on the topic of competencies, and many are useful, but this is the one I return to most often. My copy of this book is ragged, dog-eared, coffee-stained, and marked by many colored tabs for quick reference. Competence at Work changed my approach to human resources, and I actually earned some national honors and recognition for innovations in assessment and workforce planning by using it as a guide. It yields an effective understanding of competencies and how to apply them in processes such as recruiting, selection, development, performance management, succession, and workforce planning.
Some insights and tools in the book are particularly valuable:
Criterion sampling:
Compare high performers to average performers in order to understand how each performance group achieves their different levels of success.
Operant measures:
Measure how people operate in the real world as opposed to how they respond to a list of multiple-choice items. It describes Behavioral Event Interviewing (BEI) as the preferred approach, but you might have to access other sources for a complete understanding of the BEI.
Competency definitions and scales:
These alone are worth the price of the book. Based on behaviors that are empirically related to performance in a wide variety of jobs, they provide a quick-start to comparing performance groups and developing competency models, and they provide a framework for both assessing and developing competencies in people.
The principles and methods outlined in this book allow one to construct and apply competency models and human resource practices that get results. If I could have only one book on human resources, it would be this one! If I could have only three, the other two would also be by Spencer: Reengineering Human Resources and Calculating Human Resource Costs and Benefits.
Good competence guideline.......2002-09-17
This book present the components of the job competence assessment approach,including the competency dictionary, which lists, defines, and provides scoring criteria that can help you predict superior performance for most jobs,It's provided to step by step guidelines on how to use the dictionary in all types of
job.
You will understand what is competence from this book!I strongly recommendation!
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An Essential Primer on Competence.......2000-08-04
Lyle Spencer has written a book that is lucid, well-organized, and a concise reference on human competence. If this was history, you would know that he had been there and had not merely interviewed those who were. This is so because his work is informed by original research. Spencer begins the presentation within a framework of competence that is criterion-referenced. The competence dictionary is organized around competency clusters that are well-defined and behaviorally anchored. But theory is not left to wrestle with the reader's experience. Spencer provides the practioner with a guide that takes the user through all steps in the conduct of a competency study. Spencer closes with a set of generic competency models that the practioner can tailor to his or her client before drawing the reader's attention to the variety of applications that study data may serve. Though a bit pricey, you can purchase it with the knowledge that it will stand up well as your single source of reference.
This book changed how I do my job as a trainer........1998-09-30
This book gives a comprehensive competency dictionary using behaviorally anchored rating scales for each competency. It also gives step by step guidelines on how to use the dictionary in all types of HR decision making. It is clearly written and is based on years of extensive research. Using this book eliminates the need to use expensive and dependency creating consulting services. Every HR professional should have it on their shelf. Moreover, as a training professional, if I had to choose 2 books to have on my bookshelf, I would choose this book and Performance Consulting by Dana Gaines Robinson.
Average customer rating:
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Corporate Diagnosis: Setting the Global Standard for Excellence (Corporate Leadership)
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Book Description
All too often, strategic planning neglects an essential step -- diagnosing the organization's current state at the beginning and end of an improvement cycle. What's required is a systematic review of the critical factors in organizational learning and growth. These are determinants that require the monitoring, measurement, and management of resources to ensure that your company competes successfully. This executive workbook provides a step-by-step methodology for diagnosing an organization's strategic health and measuring its overall competitiveness against world class standards.
The Corporate Diagnosis handbook is used to verify policy or measure the results of corporate strategy and vision (the "business renewal" stage ). Detailed diagnostic questions in each key areas act as guidelines for developing your own self-assessment survey.
To support the diagnostic process, three primary aids are provided: a check sheet to record observations and score each area under diagnosis; a radar chart to plot and track your company's position visually; and extensive progress tables that allow you to see your standing in each diagnostic area. Over 50 specific categories of company health are meticulously graded and charted to help you see where your company stands in its quest for world class status. Corporate Diagnosis is an excellent companion and aid for meeting the Deming, Shingo, or Baldrige Award criteria.
Book Description
Forced ranking assesses employee performance relative to peers rather than against predetermined goals. It’s a performance management tool that—when used right—has increased productivity, profitability, and shareholder value. Unfortunately, some firms have misunderstood what forced ranking is, or have implemented it poorly—resulting in confusion and controversy.
In this hands-on book, renowned performance management expert Dick Grote dispels common misperceptions about forced ranking and offers a clear-headed, convincing argument for why it should be a necessary part of any robust performance appraisal system. Based on extensive research, case studies, and consulting experience, the book provides a practical framework for developing a forced-ranking system that is fair, humane, and effective. From establishing appropriate guidelines to accurately categorizing employees, to managing A, B, and C talent differently, Grote shows how managers can use this tool to identify future leaders, give honest performance feedback, and grow the talent that matters most to the firm’s success.
Transforming a controversial management practice into a practical and powerful leadership-development tool, Forced Ranking will help organizations and their employees reach new heights of performance success.
Customer Reviews:
Bottom 10 in June, corn be heavy soon........2007-09-29
If we were to rank all living Nobel Laureates, ten percent of them would be "Bottom 10." What would we do to punish those losers?
Forced Reading.......2007-01-10
Forced Ranking, which was forced reading from my Company's VP, was perhaps the poorest example of published material I have had the displeasure to read. My Calculus textbooks had more substance. How Dick Grote could take 10 pages of material and repeat himself enough to make it last over 100 pages is the only amazing thing about this book.
Performance Management: How to Have "The Best of Both Worlds".......2006-08-11
Although certainly not an imperative, I do recommend reading one or both of Grote's earlier works first (Discipline Without Punishment and The Employee Appraisal Question and Answer Book) before reading this, his latest work. In all three, he generously shares what he has learned over several decades as a senior-level executive in HR at Frito-Lay and United Airlines, then as founder/CEO of his own thriving management consulting firm (which he later sold to his senior partners), and since then as an independent consultant. In fairness to Grote, the term "HR" has much wider and deeper meaning than it does to many others. He cares passionately, almost obsessively about helping to achieve the full development of every human being whom he encounters, both within the organizations which retain his services and among those who read his books as well as those who comprise the numerous audiences to which he speaks.
In this volume, Grote examines a concept -- forced ranking -- which began to receive increasingly greater attention when advocated by Jack Welch during his tenure as CEO of General Electric. It is important to note that Grote is by nature and training an empiricist in that he rigorously observes real-world experience (his and others') rather than relying almost entirely on theories, hypotheses, assumptions, etc. He is also a pragmatist in that he is determined to learn what does and doesn't work...also, WHY. Back to Welch. In essence, GE's version of forced ranking has a 20/70/10 performance measurement ranking scheme: 20% are the best, 70% are vital, and 10% are at the bottom. (Reportedly, those in the last group are strongly encouraged to seek new career opportunities elsewhere but, if necessary, terminated. ) Grote notes that this ranking scheme has some obvious advantages and has been adopted (usually with some modification) by other major corporations.
Grote recommends an alternative ranking scheme which he explains in sufficient detail. It remains for each reader to determine (a) whether or not forced ranking is appropriate to her or his own organization and, if so (b) which ranking scheme would be most appropriate. Grote can assist with making both determinations.
In my view, the more immediate issues to address include these:
1. With rare exceptions, organizations reward what they value most. That said, in terms of human resources, what are a given organization's greatest human resource needs? What incentives are used in response to those needs?
2. To what extent does that organization recruit, interview, hire, and then develop people to fill those needs?
3. Are performances expectations clearly understood by everyone directly involved (i.e. supervisor and direct report)?
4. Are performance metrics also clearly understood by everyone involved?
5. Are they applied fairly and consistently?
6. Finally, as HR needs change, are performance expectations and metrics modified in a timely response to those needs?
As Grote duly acknowledges, forced ranking is certainly not for everyone. Moreover, what worked at GE during the Welch years may not have been appropriate for most other organizations then, nor appropriate for GE now. (Presumably, over the years, GE's senior management has made the necessary modifications to which I referred earlier.) My point is, the six questions just posed must be answered first before making a decision about whether or not to implement some version of forced ranking enterprise-wide.
As is his SOP, Grote presents his narrative in combination with a number of reader-friendly devices which include sequences of key points highlighted in bold face, check-lists to facilitate self-audits as well as evaluations of the reader's own organization (e.g."First Things First - Is Your Company Ready?"), and three especially helpful appendices: Memos and Scripts for Managers, FAQs About the Forced Ranking System, and Forced Ranking and the Law. Grote concludes his book as follows: "Conventional performance appraisal has an important place in the talent management palette of any organization. So does forced ranking. Neither process by itself is complete; both have limitations. But together they can provide an accurate and well-rounded picture of the strengths and weaknesses of each member of the team." Senior-level executives in most organizations continue to insist that "people are our most valuable asset." Grote challenges them to determine precisely what that total value is...and to do so with metrics which are realistic, consistent, and (yes) equitable for everyone involved.
Those who share my high regard for this volume are urged to check out Grote's earlier works as well as Leigh Branham's The 7 Hidden Reasons Employees Leave, James O'Toole and Edward E. Lawler III's The New American Workplace, and Workforce Crisis co-authored by Ken Dychtwald, Tamara J. Erickson, and Robert Morison.
Be Good, or Be Gone.......2006-04-24
Forced ranking is a loaded topic. Any system that suggests that a company should fire the bottom 10% of its workforce will raise eyebrows. But author Dick Grote, a performance management expert, makes a thorough case for the harsh rigors of forced ranking. By tapping his personal experiences and utilizing input from industry leaders, Grote assembles a thoughtful and convincing presentation. At the same time, he addresses problems and obstacles inherent in forced ranking. We recommend this book as must reading for the leaders of any company that is considering a forced ranking system. It will also prove valuable to human resource professionals and those who just want to know what all the hubbub is about. Indeed, you might say this book scores in the top 10%, so the author can breathe a sigh of relief - for now.
A positive view of a controversial system..........2006-03-27
If you want to start an emotional and heated discussion at work, just mention the term "forced ranking" when it comes to employee reviews. There'll be no lack of opinions. Having lived through the "rank and yank" system of Enron, I thought it would be good to get a positive view of the process from an expert. The book Forced Ranking: Making Performance Management Work by Dick Grote does an excellent job presenting the way the system is supposed to work.
Contents: The Differentiation of Talent; Risks and Rewards; Getting Started; Getting the Mechanics Right; Forced Ranking - Behind The Scenes; Forced Distribution; Getting the Truth into Performance Management; Memos and Scripts for Managers; FAQs About the Forced Ranking System; Forced Ranking and the Law; Notes; Further Reading; Index; About The Author
Forced Ranking is the process whereby the employees in a certain grouping or level are compared against their peers to determine the relative worst/best of the group. This may take the form of "top 10/bottom 10 percent", "20/70/10 percent", "quartiling", or a number of other ranking systems. The net effect is to focus your development efforts on those that show the most promise for the future, and to transfer/replace those who aren't measuring up to the rest of the group. These types of forced ranking systems eliminates the tendency for supervisors to rate everyone above average, thereby rewarding mediocrity and demoralizing the top players. This is also different than forced distribution, where performance reviews have to fall into some distribution curve in order to dole out merit raises and bonuses. Grote does an excellent job in explaining and documenting how the process works, how it benefits companies, and showing examples of where it's worked to perfection. He's also not ignorant of the fact that it can fail if not done properly, and he addresses those issues in a clear and concise manner.
My personal view is that I like these types of systems. I feel the strongest performers *should* be rewarded and given opportunities to continue their growth. Conversely, watching people coast and get above average reviews doesn't sit well with me. Enron's "rank and yank" system was one where I fared well, but it was a failure due to back room deal making and political decisions. Fortunately for me and my team, we had a boss who was really good at promoting his group. I'm currently at a company that recently started this type of calibration process. Again, while it makes a number of people nervous ("Am I going to get fired?"), I think this is one of the best ways to show people exactly where they stand, as well as allow them to determine how hard they want to work within the organization to achieve the rank they want.
Excellent book, and one that both managers and workers involved in forced ranking systems should read. It beats getting just the "gloom and doom" bias commonly associated with the system, and it helps you figure out how to maximize your own value to the organization.
Product Description
"Metrics for Project Management: Formalized Approaches" describes a comprehensive set of project management metrics in an easy-to-read format. Through a unique presentation of metrics through the categories of things, people, and enterprise, youll learn how metrics can: Guide you toward informed decisions; Help the enterprise recognize the sum of its collective capabilities; Ensure that plans for producing and delivering products and services are consistently realistic, achievable, and attainable; Link the efforts of individual team members with the overall success of the project; Indirectly promote teamwork and improve team morale. This methodical, logical approach to metrics will help you: Gauge the success of the project team through specific tools; Assess the motivation, performance, and behavior of team members; Assess organizational capabilities and collective project management performance; Handle enterprise issues: project management maturity, competency, and project portfolio management; Establish a metrics program; Select metrics and implement schedules. Clear and easy to understand, this book is a valuable guide to using these powerful techniques for performance improvement. With immense potential benefits, "Metrics for Project Management" is a smart investment for any organization. Table of Contents: Introduction: Advantages of Metrics-Based Project Management · What Is a Metric? · Metrics Categories · Project Things Metrics: Client Requirements · Detailed Project Plans · Conceptual Plans · Project Quality · Contracts · Monitoring Project Progress · Project Risk · Project Success Factors · Project People Metrics: People as Intellectual Resources · What Are People Metrics? · Motivation · Performance · Teamwork · Communications Management · Competency · Maturity of Teams and Organizations · Virtual Teams · Enterprise Metrics: Project Management Maturity · Focus of Organizational Metrics · Project Management Office · Work Breakdown Structure/Resource Breakdown Structure Templates for the Enterprise · Project Portfolio Management · Implementing a Metrics Program: Metrics Program Design · Attributes of Models and Indices · Schedule of Implementation
Customer Reviews:
Great templates, and some good theory - but falls short, and overpriced........2006-03-28
A much needed book for project managers but written in a disjointed fashion, with inaccessible templates results in a book that falls short of its potential.
Approximately 75% of this book consists of very detailed templates, tools, checklists, and so forth that would be vastly more useful if they were made available in electronic format; either on a CD or from a web link. If they were more accessible, the price tag would be more appropriate.
The other 25% contains some valuable points, but unlike the publishers description this is not easy to read. Check the amazon text rating and you'll see that this is a dry, academic read that doesn't go well with a Sunday cup of coffee. The authors do classify metrics into things, people, and enterprise metrics, which is logical and convenient. But the writing style does not match the templates. In fact the templates and the body of the text could as well be two separate books as there are few practical links between them.
The contrast between the theory covered in the text and the practical applications of the templates simply does not work. I had high expectations for this book, and I admit that I did get a lot out of it. But it could have been better (and more reasonably priced.) Hopefully it will inspire someone to create a better project metrics guide.
Book Description
It's review time again—and yet you can't find the time or the energy to write those appraisals. You draw a blank when faced with those intimidating HR forms. You struggle to document productivity and behavioral issues. You wish there were an easier way.
Performance Appraisals That Work to the rescue! With this handy volume on your bookshelf, you'll never fight to find the right words for evaluations again. Chock full of more than 150 sample performance appraisals for all job types, this comprehensive reference guide gives you everything you need to write appropriate evaluations with ease and accuracy--from documenting and rewarding stellar performance to laying the groundwork for disciplinary action.
Writing employee performance reviews need never stress you out again. With
Performance Appraisals That Work, you'll improve the quality of your evaluations, save time and increase your productivity, and stop dreading review time for good.
Customer Reviews:
Performance Appraisals that work: features 150 samples for every situation.......2007-03-09
samples are very limited to specific industries. Uses essay style for reviewing
Book Description
This book is a positive and practical guide that can help breathe new life and purpose into the employee evaluation process. The easy-to-follow instructions and abundant, real life examples will help teach the secrets of performance appraisals and how to effectively motivate employees to greater levels of performance.
Customer Reviews:
too basic.......2001-05-21
I feel that if you have never performed a face to face interview with subordinates that this may be helpful. It would be good for the fast food industry for someone who just went from head cashier to day supervisor. Karen had many good ideas but including what to say, what the subordinate might say was a little too simplistic. I would like to have her use her expertise in a more professional book.
A Good Read!.......2001-04-24
If you were designing the curriculum for a class called Introduction to Performance Evaluation, this book would be your text. If, on the other hand, you're in the market for some original ideas and groundbreaking employee-evaluation strategies, this may not be the book for you. Karen McKirchy uses simple language in her guided tour of performance-appraisal basics. If you're an experienced supervisor, you may find the whole thing just a tad too simplistic. But for less seasoned managers, this book is a treasure trove of tips that will make evaluating the performance of your direct reports much more productive, easier and less painfull. We [...] recommend this book to supervisors wishing to improve their ability to motivate and evaluate employees through performance appraisals, particularly supervisors with less than five years experience.
Powerful Performance Appraisals.......2000-06-19
Excellent samples of how to use phrases correctly when laying out work expectations and performance improvement. Some very helpful checklist have been included for the reader as well as simple action plan formats. Most important is the book is written in a user friendly manner and does not get bogged down in excess verbage.
Book Description
This comprehensive guide illustrates how to establish, implement and manage an effective metrics program for achieving improved performance in your business and in attainment of your professional or personal goals. Featuring an implementation roadmap that can be applied in most any organization,
Value-Based Metrics for Improving Results presents a unique, universal methodology for developing and using metrics as a management tool to baseline, monitor, manage, improve, align and reward performance of most any business function at any level.
Key Features:
• Establishes a shift in thinking from activity, input, and throughput to a focus on appropriate investments of time, effort and money for improving results
• Enables the measurable definition of what constitutes "value priorities" and establishes an objective language and measures for discussing and improving enterprise initiatives and IT investments, teamwork, leadership, quality, and more
• Provides a process for aligning strategic, annual, functional, and departmental objectives at the corporate level and includes an internal monitoring system for responding rapidly to internal or external changes
• Includes a business case for implementing a project management metrics program and over 200 metrics that focus on the specific value of utilization, relation to delivery speed of measured objectives and cultural safety, and fraud sensitivity
• Offers a free downloadable 3Ms metrics maturity model, PMO case study, project management metrics business case and 3Ms metric profile examples — available from the Web Added Value™ Download Resource Center
Book Description
Much of the hoopla surrounding quality circles, teams, and high-performance work systems has been based on anecdotes and very thin evidence. It has not been established that those employee involvement strategies amount to anything more than another series of management fads or ruses designed to get more out of workers without giving them anything in return. This revelatory book, written by some of the skeptics, lays some of the suspicion to rest.
Based on their visits to 44 plants and surveys of more than 4,000 employees, Eileen Appelbaum, Thomas Bailey, Peter Berg, and Arne L. Kalleberg concluded that companies are indeed more successful when managers share knowledge and power with workers and when workers assume increased responsibility and discretion.
The study of steel, apparel, and medical electronics and imaging plants revealed much. In self-directed teams, workers were able to eliminate bottlenecks and coordinate the work process. In task forces created to improve quality, they communicated with individuals outside their own work groups and were able to solve problems. Expensive equipment in steel mills operated with fewer interruptions, turnaround and labor costs were cut in apparel factories, and costly inventories of components and medical equipment were reduced.
And what did the employees think? The worker survey showed that jobs in participatory work systems often provide more challenging tasks and more opportunities for creativity. Employees in apparel had higher hourly earnings; those in steel had both higher hourly earnings and higher job satisfaction. Workers in more participatory settings were no more likely than others to report heavy workloads or excessive demands on their time. They were, however, less likely to report involuntary overtime or conflict with co-workers, and were more likely to be satisfied with their surroundings.
Manufacturing Advantage provides the best assessment available of the effectiveness of high-performance work systems. Freestanding chapters near the end of the book provide full documentation of research data without interrupting the narrative flow.
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Standards of Work Performance
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