Download - Module 4 Performance Consulting
PERFORMANCE PERFORMANCE MANAGEMENT MANAGEMENT
PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT
COLONEL (PROF) A R PATIL VTU BELGAUM
MODULE 4 MODULE 4 PERFORMANCE PERFORMANCE CONSULTING CONSULTING
PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction
The Concept and the need for performance consulting
The role of the performance consulting
Designing and using performance relationship maps
Contracting for performance consulting services
Organizing performance improvement department
Conclusion
PART 1 PART 1 The Role of the The Role of the
Performance ConsultantPerformance Consultant
1 The traditional training process confuses training activity with performance improvement
2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job
3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs
Introduction Performance Introduction Performance ConsultingConsulting
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT
COLONEL (PROF) A R PATIL VTU BELGAUM
MODULE 4 MODULE 4 PERFORMANCE PERFORMANCE CONSULTING CONSULTING
PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction
The Concept and the need for performance consulting
The role of the performance consulting
Designing and using performance relationship maps
Contracting for performance consulting services
Organizing performance improvement department
Conclusion
PART 1 PART 1 The Role of the The Role of the
Performance ConsultantPerformance Consultant
1 The traditional training process confuses training activity with performance improvement
2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job
3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs
Introduction Performance Introduction Performance ConsultingConsulting
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
MODULE 4 MODULE 4 PERFORMANCE PERFORMANCE CONSULTING CONSULTING
PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction
The Concept and the need for performance consulting
The role of the performance consulting
Designing and using performance relationship maps
Contracting for performance consulting services
Organizing performance improvement department
Conclusion
PART 1 PART 1 The Role of the The Role of the
Performance ConsultantPerformance Consultant
1 The traditional training process confuses training activity with performance improvement
2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job
3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs
Introduction Performance Introduction Performance ConsultingConsulting
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PERFORMANCE CONSULTINGPERFORMANCE CONSULTING Introduction
The Concept and the need for performance consulting
The role of the performance consulting
Designing and using performance relationship maps
Contracting for performance consulting services
Organizing performance improvement department
Conclusion
PART 1 PART 1 The Role of the The Role of the
Performance ConsultantPerformance Consultant
1 The traditional training process confuses training activity with performance improvement
2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job
3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs
Introduction Performance Introduction Performance ConsultingConsulting
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PART 1 PART 1 The Role of the The Role of the
Performance ConsultantPerformance Consultant
1 The traditional training process confuses training activity with performance improvement
2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job
3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs
Introduction Performance Introduction Performance ConsultingConsulting
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
1 The traditional training process confuses training activity with performance improvement
2 Traditional programs focus on developing excellent learning experiences while failing to ensure that the newly acquired skills are transferred to the job
3 The traditional role of trainer is being replaced in todays organizations by the role of performance consultant by focusing on employees learning needs rather than on their performance needs
Introduction Performance Introduction Performance ConsultingConsulting
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is Performance Consulting What is Performance Consulting
1Performance consulting is a flow of steps with an entry and an exit It is a systematic and data-driven process that helps consultants and business managers make sound decisions about people and their performance in the organization
2No matter what the field is called the goal is the same to use a systematic and holistic approach when analyzing and improving human performance to achieve business goals
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Why the need for performance consulting
Because it is a process that requires a strategic performance-focused approach
It is a process that does not merely implement solutions but achieves sustained results
It is a process that requires linking HR and Learning solutions directly to business requirements
Most important it is a process that fills the promise inherent in our workmdashthe promise to optimize workplace performance in support of business goals
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
It is two roles that people fill when working within the process
The client role is filled by the individual or team of people who are accountable for achieving the business goals and who manage the people supporting those goals
The consultant role refers to the individual or team of people who influence and guide the client through the phases of work integral to any performance consulting initiative
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
The consultant who can be internal or external to the organization also is the individual who may complete some of the tasks involved such as performance assessment or solution implementationThe relationship between client and consultant is one of partnership Results cannot be obtained alone the goal is to work in a synergistic and collaborative manner so that the results obtained are greater than would have been the case if either the client or the consultant had worked independently
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is the Concept of What is the Concept of Performance Consultation Performance Consultation
Strategic Outcome Achievement of business goals and the improvement of work group performance are strategic outcomes
The linkage of business results to the accomplishments required of people is a key concept It is not sufficient that people attend a training program and acquire skill what ultimately matters is that these individuals apply the skills on the job so that their performance improves and the business benefits
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is the role of Performance What is the role of Performance ConsultingConsulting
The main role is to enhance performance of people and achieve business benefits by a holistic approach viewing organizations and the people who work within them as interrelated
A change in one factor in the organization will have ripples in other areas the goal is to ensure alignment among all factors affecting performance
It does not involve in increasing the capability of people provide a more efficient work process or an improved functional design
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
1 Develop and communicate vision and mission statement
2 Empower direct reports to accept more accountability
3 Coach employees in maximising their potential
4 Become a positive model of leadership
5 Provide positive and correct feedback
What is the role of Performance What is the role of Performance ConsultingConsulting
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PART 2 PART 2 Designing and Using Designing and Using
Performance Relationship Performance Relationship Maps Maps
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is Performance Relationship What is Performance Relationship MappingMapping
Performance Relationship mapping is used by consultants to focus a data collection effort analysing business performance training and work environment
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is the scope of Designing and Using Performance Relationship
Maps
1 Mapping the Components of Performance
2 Identifying Business Needs in Operational Terms
3 Developing Models of Performance Required to Achieve Business Goals
4 Creating Performance Models
5 Performance Assessments Identifying Actual Performance
6 Identifying Factors Impacting Performance
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Business and Operation Results Business and Operation Results MappingMapping
1 SHOULD
3 Is
2 SHOULD
4 Is
Casual Linkage
Casual Linkage
Operational Results On-the-Job Performance
Volume $ 26 Million
Volume $ 20 Million
Gross Margin 13
Gross Margin 8
GAP
ENVIRONMENTAL FACTORS IMPACTING PERFORMANCE
1 Increasing competition2 Downward price pressure
Operational Objective Increase SalesSales manager Performance Needs
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Environmental Supports
Data
1 Relevant and frequent feedback about the adequacy of performance
2 Descriptions of what is expected of performance
3 Clear and relevant guides to adequate performance
Resources
Tools and materials of work designed scientifically to match human factors
Incentives
1 Adequate financial incentives made contingent upon performance
2 Non-monetary incentives made available
3 Career-development opportunities
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Performance Relationship Performance Relationship MappingMapping
1 SHOULDIncr ReliabilityIncr Profit
3 IsExternal CausesInternal Causes
2 SHOULDIndicator SHOULDDemonstrate if desiredOperational Results which are to be Realised
4 Is Current Status amp
Gaps
Casual Linkage
Casual Linkage
GAP
Environmental Factors Impacting Performance
1 Control of the Client and that impactupon achievement of Operational andPerformance Goals2 Training amp Devp If canrsquot redesignIncentive System
External Internal
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Designing and using Designing and using performance relationship mapsperformance relationship maps
Information Instrumentation Motivation
Personrsquos Repertory of
Behaviour
Knowledge
1 Systematically designed training that matches the requirements of exemplary performance
2 Placement
Capacity
1 Flexible scheduling of performance to match peak capacity
2 Prosthesis
3 Physical shaping
4 Adaptation
5 Selection
Motives
1 Assessment of peoplersquos motives to work
2 Recruitment of people to match the realities of the
situation
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PART 3 PART 3 Contracting for Contracting for
Performance Consulting Performance Consulting
ServicesServices
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
o They are based upon trust
o They articulate mutually shared expectations
o They are living agreements that are continually renegotiated
o They are critical to the success of the project
o They require performance consultants to perform in the role of a guide while client has the role of a decision maker
Assumptions of Contracting for Assumptions of Contracting for Performance Consulting ServicesPerformance Consulting Services
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What does contracting for What does contracting for Performance Consulting involve Performance Consulting involve
1 Identifying and Responding to Opportunities for Performance Consulting
2 Contracting for Performance Assessment
3 Contracting for Performance Implementation
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PERFORMANCE CONSULTING
1048707 assist management in identifying the performance required to achieve business goals
1048707 determine the degree to which the work environment of employees will support and encourage the performance required and
1048707 determine the impact of the work done to support performance change
In the process performance consultants become valued partners to management assisting in identifying business goals and objectives and taking all actions needed for employees to support them successfully
What is the Purpose of What is the Purpose of Performance ConsultingPerformance Consulting
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
What is the process of Performance Consulting
Identification Of BusinessGoals
Formulationof PerformanceModels
Determination of PerformanceStrengths amp Gaps
Determination of causes for Performanceproblems
1 3 42
PART1 ASSESSMENT OF CONTRACT
Formulationamp
ImplementationOf
CommunicationPlan
Formulate and Implement a Training Curriculum Plan and Programme
PART2 IMPLEMENTATION OF CONTRACT
Use Models as basis for PerformanceManagement System
Formulate and Implement a Work Environment Action Plan
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
1 Deliverables to be produced Who is responsible for actions to be taken
What specific decisions will be made from information collected
What will be the format of the final report
2 Processess to be used in accomplishing the deliverables
Sources of information
What types of information
What methods of data collection
No of people to be engaged
Protection of identity of the people
The Assessment of a ContractThe Assessment of a Contract
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
3 Roles and responsibilities Responsibility for desigining collecting analysing
and reporting
Responsibility for legalising the project
Responsibility for providing access to the information
4 Time frame and costs
The Assessment of a ContractThe Assessment of a Contract
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
PART 4 PART 4 Organizing a Performance Organizing a Performance Improvement DepartmentImprovement Department
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
How to Organizing a Performance Improvement Department
The Six Elements of a Performance Improvement Department
Forming a Strategic Plan for the Transition to Performance Improvement
UNILEVER CASE
The FMCG market has changed dramatically over the past
five years Increasing global competition and increasing
power of the retailers has put pressure on the business
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
1 Name of the department
2 Mission of the department
3 Services offered by the department
4 Roles of those within the depatment
5 Actual organisation structure
6 Accounting and measures for the department
What are the six elements of What are the six elements of Performance Implementation Performance Implementation
Department Department
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Traditional Departments Training Department
Education Depertment
Training and Development Department
Performance Consulting Departments Performance Implementation Department
Intelligence amp Organisational Performance Department
Performance Consulting Department
Performance Enhancement Department
Traditional and Performance Traditional and Performance Consulting DepartmentsConsulting Departments
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
1 Performance Implementation Department Identification of needs
Desigining and development of training programmes
Delivery of structured learning experience
Training trainers and assuring quality of training
Evaluation of training programmes
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
2 Intelligence amp Organisational Performance Department Forming of consulting models Identification of gaps Measuring the impact of training and non-training
actions that are taken to change performance Consulting with management on business and
performance needs Proactively identifying performance
implementation for future business goals and needs
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
3 Performance Consulting Department Client Liasion
Performance Analyst
Performance Consultant
Impact Evaluation
4 Performance Enhancement Department
What are Functions of What are Functions of Performance Consulting Performance Consulting
Departments Departments
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Organisation of a Traditional Organisation of a Traditional Training DepartmentTraining Department
Manager
ManagementDevelopment
Function
TechnicalFunction
Sales ampMarketingFunction
OtherFunctions
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
DesignDevelopment
Instructor
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Performance Improvement Performance Improvement DepartmentDepartment
Manager
Sales ampMarketingFunction
ManufacturingFunction
ResearchFunction
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
bullClient LiasionbullPerformance AnalystbullDevelopment ConsultantbullInstructor
bullClient LiasionbullPerformance
AnalystbullDevelopment
ConsultantbullInstructor
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
High-level view of the Corporate Centre structure
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
Performance Management in Multi-national Company
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-
CONCLUSIONCONCLUSION
- PERFORMANCE MANAGEMENT
- PERFORMANCE MANAGEMENT
- MODULE 4 PERFORMANCE CONSULTING
- PERFORMANCE CONSULTING
- PART 1 The Role of the Performance Consultant
- Introduction Performance Consulting
- What is Performance Consulting
- Why the need for performance consulting
- What is the Concept of Performance Consultation
- Slide 10
- Slide 11
- What is the role of Performance Consulting
- Slide 13
- PART 2 Designing and Using Performance Relationship Maps
- What is Performance Relationship Mapping
- What is the scope of Designing and Using Performance Relationship Maps
- Business and Operation Results Mapping
- Designing and using performance relationship maps
- Performance Relationship Mapping
- Slide 20
- PART 3 Contracting for Performance Consulting Services
- Assumptions of Contracting for Performance Consulting Services
- What does contracting for Performance Consulting involve
- What is the Purpose of Performance Consulting
- What is the process of Performance Consulting
- The Assessment of a Contract
- Slide 28
- PART 4 Organizing a Performance Improvement Department
- How to Organizing a Performance Improvement Department
- What are the six elements of Performance Implementation Department
- Traditional and Performance Consulting Departments
- What are Functions of Performance Consulting Departments
- Slide 34
- Slide 35
- Slide 36
- Slide 37
- High-level view of the Corporate Centre structure
- Performance Management in Multi-national Company
- CONCLUSION
-