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Chapter 03 Job Design &Evaluation
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Job Design:It is the complex flow of events that establishesthe responsibilities assigned to each member ofthe organization and the physical circumstancesin which each employee carries out thoseresponsibilities.
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Major Components in Job Design:Job ContentOrganizationalresponsibilities
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Job Content:It is the set of activities to be performed on the job,including the duties, tasks, and job responsibilities tobe carried out; the equipment, machines, and tools tobe used; and the required interaction with others.
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Important terms that assist in Job Design:
Job Analysis
Job Enrichment and Job Enlargement Dejobbing Reengineering
Job Description
Job Specification
Job Evaluation
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Main sections of a job description Job identification Job summary Responsibilities and duties Authority of incumbent Standards of performance Working conditions Job specifications
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a. Job Description:
A written statement of what the job holder does, how it isdone, and why it is done.
Purpose of the job Organization (where job fits in to the organization) Principal accountabilities (Major task and duties)
Context (Nature and scope of the job)
Dimension (Size and the range of responsibilities involved)
Major components of Job Analysis
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Job Evaluation:Job evaluation is a systematic process for definingthe relative worth or size of job withinorganization.
Analytical Job evaluation. Non-analytical job evaluation.
Major components of Job Analysis
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Analytical Job evaluation:The process of making an evaluation of a job onthe basis of various factors and elements arepresent in a job.Non-analytical job evaluation:The process of making an evaluation of a job bycomparing whole job to place them in a grade or arank order.
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TYPES OF JOB EVALUATION:
Analytical Schemes:- Point-factor rating- Factor comparison
Non-analytical schemes:- Job classification
The process of slotting jobs into grades. It include
- Job rankingComparing whole jobs with one another and arranging themin order of their perceived size or value of the organization.
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- Paired comparison rankingBy using statistical technique make comparisonbetween a pair of jobs.
Pay survey/ Market Pricing Skilled based pay ComputerAssisted Job evaluation
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Figure 41
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The Complete Job Characteristics Model:Core Job Characteristics Critical Psychological State Outcomes
Skill Variety
Task identity
Task Significance
Autonomy
Experienced
Meaningfulness
Of the work
Experienced responsibility
For outcomes of the work
Feedback from jobKnowledge of the actual
results of the work activities
High internal
Work motivation
High growth
Satisfaction
High General
Job satisfaction
High work
effectiveness
Moderators
Knowledge and skill
Growth need strength
Context satisfaction
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Job Title
Job Description
Job Specification
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Job Enlargement
Assigning workers additional same
level activities, thus increasing the
number of activities they perform.
VerticalRestru
cturing
Addit ion of Supervisory Tasks
Job Enrichment
Redesigning jobs in a way that
increases the opportunities for theworker to experience feelings of
responsibility, achievement,
growth, and recognition.
Horizontal Restructuring
Addit ion of Tasks of same level
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Purpose of JD and JS:Job evaluation Career progression ladders
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Potential uses of Job analysesand JD:
Job Design Job Analyses
Job Descriptions
And
Specifications
Recruiting
Interviewing
And Selection
Careers progression
Ladders
Performance Standard
and/or goal
Statement
PerformanceAppraisal Form
Job Evaluation
Clarification and
Renegotiation of
roles
Orientation
And
Training
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Performance StandardsEvaluation
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Performance Standards:
It makes explicit the quantity and/orquality of performance expected in thebasic tasks set forth in the jobdescription.
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Performance Management:Performance Management is a continuous process ofidentifying, measuring, and developing theperformance of individuals and teams and aligningperformance with the strategic goals of theorganization.
By: Herman Aguinis
Strategic goals
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Performance:The degree to which individuals and organizationsachieve the organizations goals with effectivenessand efficiency.
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Performance AppraisalImportance of Performance Appraisal Purpose Impact on the individual Impact on the organization
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Choosing Appraisers: Supervisor Appraisals Self Appraisals Peer Appraisals Appraisals by direct reports Customer/outside Appraisals Group or Committee Appraisals
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Performance Appraisal Methods Graphic rating scale Alternation ranking method Paired comparison method Forced distribution method Check list Essay Method Critical Incidents 360- degree feedback
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Graphic Rating Scale:Scales that list a number of factors, including generalbehaviors and characteristics, on which an employee israted by the supervisor.
Unsatisfactory SatisfactoryConditional Above Satisfactory Outstanding
LEVEL OF PERFORMANCE
ATTENDANCE
APPEARANCE
DEPENDABILITY
QUALITY OF WORK
QUANTITY OF WORK
RELATIONSHIP
JOB KNOWLEDGE
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Figure 93
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Note:For example, what exactly is meant by
good, quantity of work, and so forth?
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Alternation ranking method:Ranking employees from best to worst on a particulartrait, choosing highest, then lowest, until all are
ranked.
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Forced distribution method:Similar to grading on a curve; predetermined
percentages of ratees are placed in variousperformance categories.
Example:
15% high performers
20% high-average performers
30% average performers
20% low-average performers
15% low performers
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Check List:Under this approach, the rater ispresented with a list of positive ornegative adjectives and is asked to checkoff all those that apply to the personbeing rated.
- Cooperation with Coworkers
- Keeps workstation neat & Clean
- Can be expected to complete work
on time
- Maintains detailed records
- Reluctant to ever work overtime
- Can not accept constructive criticism
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Essay Method:The appraiser writes a free-form essay describing thesubordinates performance in a number of broadcategories.
-The employees promotability-Jobs the employee can currently perform-The employees strength and limitations-Additional training needs
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Critical Incidents:In this method the appraiser keeps the record offavorable and unfavorable occurrences of an employeeswork.Examples:
Employee stayed late at work plant.Employee did not follow the safety measures.
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360- degree feedback:In this method performance is evaluatedby peers, direct reports and supervisors,as well as including self assessment andappraisal by customers and suppliers.
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MANAGEMENT BY OBJECTIVES (MBO): Specific performance goals are jointly determined by
employees and managers. Progress toward accomplishing goals is periodicallyreviewed. Rewards are allocated on the basis of progress towardsthe goals.Key elements of MBO: Goal specificity, participative decision making, anexplicit performance/evaluation period, feedback
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1. The organizations overal l object ives and strategiesare
formulated.
2. Major objectives are allocated among divisio nal anddepartmental units.
3. Unit managers co l laborat ively set specif ic object ivesfor their
units with their managers.
4. Specific objectives are collaboratively set with al l department
members.
5. Ac tion p lans, defining how objectives are to be achieved, are
specified and agreed upon by managers and employees.
6. The action plans are implemented.
7. Progress toward objectives is per iodical ly reviewed, andfeedbackis provided.
8. Successful achievement of objectives is reinforced by
performance-based rewards.
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Not as effective in dynamic environmentsthatrequire constant resetting of goals.
Overemphasis on individual accomplishmentmaycreate problems with teamwork.
Allowing the MBO program to become an annualpaperwork shuffle.
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Behaviorally anchored rating scale (BARS)An appraisal method that uses quantified scale withspecific narrative examples of good and poor
performance.
Developing a BARS: Generate critical incidents
Develop performance dimensions
Reallocate incidents
Scale the incidents
Develop a final instrument
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Contemporary Methods of PerformanceAppraisal:Online performance Management
- SAP (Systems Applications and products)- ERP ( Enterprise Resource Planning)- Oracle based Software- Visual Basic and C++
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Chapter 04 Performance
Management
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Definition of Performance:
The degree to which individuals and organizationsachieve the organizations goals with effectiveness
and efficiency.
Performance = Results + Behavior
P f St d d
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Performance Standards:
It makes explicit the quantity and/or quality of
performance expected in the basic tasks set forth in the
job description.
Standards should be SMART
Specific -- clearly state the desired results.
Measurable-- answering how much.
Attainable-- not too tough or too easy.
Relevant-- whats to be achieved.
Timely--reflecting deadlines and milestones
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Performance Management:
Performance Management is a continuous
process of identifying, measuring, anddeveloping the performance of individuals andteams and aligning performance with thestrategic goals of the organization.
By: Herman AguinisStrategic goals
AIMS AND OBJECTIVES OF PERFORMANCE
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AIMS AND OBJECTIVES OF PERFORMANCE
MANAGEMENT
Strategic Purpose Administrative and HR Purpose
- Salary adjustment
- Promotions
- Employee Retention and termination
- Identification of poor performance- Layoffs
Informational Purpose
- Specific areas which need improvement
AIMS AND OBJECTIVES OF PERFORMANCE
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AIMS AND OBJECTIVES OF PERFORMANCE
MANAGEMENT
Developmental Purpose- Managers can use feedback.
Organizational Maintenance Purpose
- Talent inventories management
Documentation Purpose.
- It helps to find the skilled labor.
CHARACTERISTICS OF AN IDEAL PM SYSTEM
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CHARACTERISTICS OF AN IDEAL PM SYSTEM
Strategic Congruence Thoroughness
Practicality Meaningfulness
Specificity
Identification of effective and ineffective performance
Reliability (Consistent and free of error)
Validity (Include valid contents for the evaluation) Acceptability and fairness
Openness
Correctability
Standardization
Ethical
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Impact of Performance Management
Impact on the individual Impact on the organization
P f A i l M th d
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Performance Appraisal Methods
Graphic rating scale
Alternation ranking method Paired comparison method
Forced distribution method
Check list
Essay Method Critical Incidents
360- degree feedback
Graphic Rating Scale
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Scales that list a number of factors, including general
behaviors and characteristics, on which an employee is
rated by the supervisor.
Unsatisfactory SatisfactoryConditional Above Satisfactory Outstanding
LEVEL OF PERFORMANCE
ATTENDANCE
APPEARANCE
DEPENDABILITY
QUALITY OF WORK
QUANTITY OF WORK
RELATIONSHIP
JOB KNOWLEDGE
Graphic Rating Scale
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Figure 93
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Note:For example, what exactly is meant by
good, quantity of work, and so forth?
Alternation Ranking Method
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Ranking employees from best to worst on a particular
trait, choosing highest, then lowest, until all are
ranked.
Alternation Ranking Method
Check List Method
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Under this approach, the rater is presented with a list of
positive or negative adjectives and is asked to check off
all those that apply to the person being rated.
- Cooperation with Coworkers
- Keeps workstation neat & Clean- Can be expected to complete work
on time
- Maintains detailed records
- Reluctant to ever work overtime
- Can not accept constructive criticism
Check List Method
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Bell Curve/Forced Distribution Method
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Similar to grading on a curve; predetermined percentages ofratees are placed in various performance categories.
Grading the curveThe employee force is ranked into a 20-70-10 bucket.
Where 20 percent are rated as 'excellent
70 percent as the vital - back bone of the company
10 percent as bottom-feeders
Bell Curve/Forced Distribution Method
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It seems rigid and impractical, especially for small/medium.
It may reduce organizational flexibility. It does not promote 'performance adjustments'
It makes 'extreme raters" skeptical since it does not allowthem to rate as they wish causing anxiety or
discontentment.
It may be difficult to simulate/follow since outstandingperformers or weak performers may not essentially be10%-20% , year-on- year.
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Unethical: Forcing a certain section of employees everyyear is unethical says Praneet Mehrish, Country HumanResource Director, ST Microelectronics Ltd.
Subjective:Since the bell curve is applied, not across all theemployees, but to individual department / team / function,there is a good chance that the worst in the high performinggroup may be better than the best in an average performinggroup. Finally, the company may be left with lowperformers, while losing some good ones, says HariMohan Jha, VP (HR), ITC Welcome Group Hotels
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Not compatible for small teams: Logically too, such amodel cannot work for a very small group of extremelyhigh or low performers for the simple reason that it force-
fits them into predefined compartments. If it works, it canwork only for a large, randomly selected sample, saysMadhukar Shukla, Professor, XLRI
Dysfunctional work environment: Bell curve methodmay increase productivity and pave growth opportunitiesfor good performers, it also creates a sense of fearamong those who remain behind says Ed Lawler ofEnron
Essay Method
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The appraiser writes a free-form essay describing the
subordinates performance in a number of broadcategories.
The employeespromotability
Jobs the employee can currently perform
The employees strength and limitations
Additional training needs
Essay Method
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360- Degree Feedback
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In this method performance is evaluated by peers, direct
reports and supervisors, as well as including selfassessment and appraisal by customers and suppliers.
90
g
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720o Performance Evaluation
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The 720 degree review starts with a review of the leaderscontributions to the business, competences and other factors
Next, major customers are identified and their representatives askedto be part of the review.
After program training, the 720 degree service provider, an objectivethird party, interviews the customer to determine the quality of therelationship with the executive
All internal and external input is compiled, analyzed and presented tothe executive.
The executive, with support from the 720 degree service provider,develops measurable goals and a detailed action plan to makechanges.
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Both 360and 720appraisal system provides alternativesto the traditional appraisal system.
They are both useful in Learning Organization.
Both systems involve more than one evaluator,
The 360and 720appraisal mechanisms are morereliable.
They are capable of re-assessment which is the oppositeof what happens with the traditional system.
Both systems have confidentiality, unlike the traditional
appraisal system.
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Provides improved collaboration
on employee commitments andthe review of those commitmentswithout requiring face-to-facemeetings.
Reduces the amount of timerequired to complete employeereviews.
MANAGEMENT BY OBJECTIVES (MBO)
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Specific performance goals are jointly determined by
employees and managers. Progress toward accomplishing goals is periodically
reviewed.
Rewards are allocated on the basis of progress towards
the goals.Key elements of MBO:
Goal specificity, participative decision making, an
explicit performance/evaluation period, feedback
MANAGEMENT BY OBJECTIVES (MBO)
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1. The organizations overal l object ives and strategiesare
formulated.
2. Major objectives are allocated among divisio nal anddepartmental units.
3. Unit managers co l laborat ively set specif ic object ivesfor their
units with their managers.
4. Specific objectives are collaboratively set with al l department
members.
5. Ac tion p lans, defining how objectives are to be achieved, are
specified and agreed upon by managers and employees.
6. The action plans are implemented.
7. Progress toward objectives is per iodical ly reviewed, andfeedbackis provided.
8. Successful achievement of objectives is reinforced by
performance-based rewards.
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Not as effective in dynamic environmentsthat require
constant resetting of goals.
Overemphasis on individual accomplishmentmay
create problems with teamwork.
Allowing the MBO program to become an annualpaperwork shuffle.
Behaviorally Anchored Rating Scale
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An appraisal method that uses quantified scale with
specific narrative examples of good and poorperformance.
Developing a BARS:
Generate critical incidents
Develop performance dimensions
Reallocate incidents
Scale the incidents
Develop a final instrument
y g
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Contemporary Performance Management
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Contemporary Performance ManagementMethods
Online performance Management
SAP (Systems Applications and products)
ERP ( Enterprise Resource Planning)
Oracle based Softwares
Visual Basic and C++
HRIS
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Similar to Me (Projection)
Halo and Horn Effect
Primacy: PA is influenced by initial phase of review period. First Impression
Contrast
Stereotype
Negativity Recency:Information gathered during the last portion of
review period.
Spillover:Score of previous review period influence ofcurrent PE.
Unintentional Rating Errors
Common Errors in Performance Management
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Leniency (Inflation)
Severity (Deflation)
Central tendency
Common Errors in Performance Management
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Increased Turnover Use of Misleading Information
Lowered Self-Esteem
Wasted Time and Money
Damaged Relationships
Decreased motivation to perform Employee burnout and job dissatisfaction
Increased risk and litigation
Emerging biases
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People dont resist change. They resist being
changed!
Peter Senge
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"Unless you are prepared to give up something
valuable you will never be able to trulychange at all, because you'll be forever in the
control of things you can't give up."
Andy Law Creative Company
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Your success in life isn't based on your ability to simply
change. It is based on your ability to change faster than
your competitor, customers and business."
Mark Sanborn
Kotter's 8 Step Change Model
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Kotter s 8-Step Change Model
Implementing change powerfully
and successfullyChange is the only cons tant.
Heraclitus, Greek philosop her
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Step Two: Form a Powerful Coalition
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Step Two:Form a Powerful Coalition
Identify the true leaders in your organization.
Ask for an emotional commitment from these key people.
Work on team building within your change coalition.
Check your team for weak areas, and ensure that you
have a good mix of people from different departments and
different levels within your company.
Step Three: Create a Vision for Change
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Step Three:Create a Vision for Change
Determine the values that are central to the change.Develop a short summary (one or two sentences) that
captures what you "see" as the future of your organization.
Create a strategy to execute that vision.
Ensure that your change coalition can describe the vision
in five minutes or less.
Practice your "vision speech" often.
Step Four: Communicate the Vision
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Step Four:Communicate the Vision
Talk often about your change vision.
Openly and honestly address peoples' concerns
and anxieties.
Apply your vision to all aspects of operations from training
to performance reviews. Tie everything back to the vision.
Lead by example.
Step Five: Remove Obstacles
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Step Five:Remove Obstacles
Identify, or hire, change leaders whose main roles are
to deliver the change.
Look at your organizational structure, job descriptions,
and performance and compensation systems to ensure
they're in line with your vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help
them see what's needed.
Take action to quickly remove barriers (human or otherwise).
Step Six: Create Short term Wins
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Step Six:Create Short-term Wins
Look for sure-fire projects that you can implement
without help from any strong critics of the change.
Don't choose early targets that are expensive. You want
to be able to justify the investment in each project.
Thoroughly analyze the potential pros and cons of your
targets. If you don't succeed with an early goal, it can hurt
your entire change initiative.
Reward the people who help you meet the targets.
Step Seven: Build on the Change
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Step Seven:Build on the Change
After every win, analyze what went right and what needs
improving.
Set goals to continue building on the momentum you've
achieved.
Learn about kaizen, the idea of continuous improvement.
Keep ideas fresh by bringing in new change agents and
leaders for your change coalition.
Step Eight: Anchor the Changes in Corporate Culture
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Step Eight:Anchor the Changes in Corporate Culture
Talk about progress every chance you get. Tell success
stories about the change process, and repeat other stories
that you hear.
Include the change ideals and values when hiring and
training new staff.
Publicly recognize key members of your original change
coalition, and make sure the rest of the staff new and old
remembers their contributions.
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ADKAR Model
Organizations dont change
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g g
people within organizations change.
New ERP
Focus on the
customer Updated IT systems
New marketing approach
New product
Online HR benefits
system
New strategy
Productivity
improvement initiative
Mergers and
acquisitions
Any business change
requires individuals to
do their jobs differently
to be successful
Individual Perspective
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Individual Perspective
You cannot manage change at an organizational level until
you know how to manage change with a single individual.
The secret to successful change lies beyond the visible
and busy activities that surround change. Successful
change, at its core, is rooted in something much simpler:
How to faci l i tate change with one person.
The ADKAR Model
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The ADKARModel
ADKAR describes the required phases that anindividual will go through when faced with
change.
ADKAR is a foundational tool for
understanding how, why and when to use
different change management tools
The five building blocks of
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successful change
Awareness of the need for change
Desire to participate and support the change
Knowledge on how to change
Ability
to implement required skills and
behaviors
Reinforcement to sustain the change
The ADKAR Model
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Awarenessof the need for change.
What is the nature of the change?
Why is the change happening?
What is the risk of not changing?
For your employees, what is the level of Awareness
of the need to change?
Awareness
Desire
Knowledge
Ability
Reinforcement
The ADKAR Model
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The ADKAR Model
Desireto support the change.
Personal motivation to support the change
Organizational drivers to support the change
For your employees, what is the level of Desire to
support and participate in the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
The ADKAR Model
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The ADKAR Model
Knowledgeon how to change.
Knowledge, skills and behaviorsrequired during and
after the change
Understanding how to change
For your employees, what is the level of Knowledge
on how to change?
Awareness
Desire
Knowledge
Ability
Reinforcement
The ADKAR Model
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The ADKAR Model
Abilityto implement new skills.
Demonstrated ability to implement the change
Barriers that may restrain implementing the change
For your employees, what is the level of Ability to
implement the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
The ADKAR Model
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The ADKARModel
Reinforcementto sustain the change.
Mechanisms to keep the change in place
Recognition, rewards, incentives, successes
For your employees, what is the level of
Reinforcement to sustain the change?
Awareness
Desire
Knowledge
Ability
Reinforcement
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ADKAR
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ADKAR
ADKAR describes the key
building blocksfor successful
change
personal or professional
Success with change requires
all elements of the ADKARmodel to be present
Awareness
Desire
Knowledge
Ability
Reinforcement
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ADKARApplications
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Change management planning
Diagnosing gaps
Developing corrective actions
R
A
K
D
A
Using ADKARfor change management
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planning
Organizational change is successful when:
Everyone who is impacted by the changehas the
five ADKAR building blocks
The goalis to build A, D, K, A and R
Organizational change management
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Organizational change management
Five leversfororganizational change
management
Communication
Sponsorship
Coaching
Training
Resistance management
Using the righttools,you can move the
organization through
ADKAR
You cant train desire
You cant communicate
ability
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Mapping ADKARto change management
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tools
Change
management tools
Communications
Sponsor roadmap
Coaching
Training
Resistance mgmt
Awareness
Desire
Knowledge
Ability
Reinforcement
Awareness
Desire
Knowledge
Ability
Reinforcement
ADKAR phases
of change
Prosci
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Jack Welsh
25 points of
Management by
Leadership
Trust: The Foundation of Leadership
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Trust: The Foundation of Leadership
Trust
Apositive expectationthatanother will notthroughwords, actions, ordecisionsactopportunistically.
Trust is a history-dependent process
(familiarity) based onrelevant but limitedsamples of experience(risk).
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12114
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12115
http://www.1000ventures.com/ebooks/bec_mc_25lessons_welch.html
SIX BOXES MODEL
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