IMPROVING EMPLOYEE EFFECTIVENESS

Presented by Dr. John Persico Jr.

THE FIVE MYTHS OF EMPLOYEE DEVELOPMENT

• We keep doing the same thing and expect different results

• No one is happy with our performance systems• We must set goals for employees or they will

underperform • A manager’s job is to keep our employees busy• There must be a better way to manage people• We never have the right people for the right jobs• It takes so long to hire a new employee

Why they must be understood before we can improve employee effectiveness!

THE FIVE MYTHS OF EMPLOYEE DEVELOPMENT

1. The Myth of Motivation“We have three innate psychological needs—competence, autonomy, and relatedness. When those needs are satisfied, we’re motivated, productive, and happy.” ― Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us

THE FIVE MYTHS OF EMPLOYEE DEVELOPMENT

2. The Myth of Education and TrainingA Ph.D. is not necessarily better than an MBA, An MBA is not necessarily better than a BA, A BA is not necessarily better than a HS diploma,A HS diploma is not necessarily better than no diploma.

IT ALL DEPENDS!

THE FIVE MYTHS OF EMPLOYEE DEVELOPMENT

3. The Myth of Experience In an interview: Applicant: “I have fifteen years of experience.”Interviewer: “Is it fifteen years of experience or one year of experience and fifteen years of repeating it?”

Dr. W. E. Deming: “Experience without theory teaches nothing.”

THE FIVE MYTHS OF EMPLOYEE DEVELOPMENT

4. The Myth of Performance Management • How many of your employees would be twice as productive if

they were paid twice as much tomorrow?

• Goals can either be too low, too high or just right. Most systems cannot determine which goals are “just right.”

THE FIVE MYTHS OF EMPLOYEE DEVELOPMENT

5. The Myth of Talent Management

Democracy is a system that achieves extraordinary results with ordinary people. --- Hubert H. Humphrey

Do you know how many people are “above average?” In a study conducted by psychologists Hoorens and Buunk, high school

students were asked to estimate how true a number of personality traits were of themselves, and of the average student. Results showed that students rated themselves significantly higher than average on positive traits (such as honesty, persistence and originality) and lower than average on negative ones (such as hostility, vanity and reasonableness.)

 There are a ton more studies which demonstrate this tendency to rate oneself as above average: ninety percent of drivers think they are better than the average driver, and most students think they are more intelligent than the average student.

BUILDING AN EFFECTIVE EMPLOYEE DEVELOPMENT PROGRAM

BUILDING AN EFFECTIVE EMPLOYEE DEVELOPMENT PROGRAM

Skills and Abilities

Creativity Initiative

DesireRecruiting

BUILDING AN EFFECTIVE EMPLOYEE DEVELOPMENT PROGRAM

Skills and Abilities

Creativity Initiative

Desire

Developing Theory/Experience

Mentoring

Planned Work

Projects

Recruiting

THE STEP MODEL FOR EMPLOYEE TRAINING

Innovator

Discriminator

Describer

Skilled Worker

Educator

Theory

Theory

Theory

Theory

ExperIce

ExperIce

ExperIce

ExperIce

BUILDING AN EFFECTIVE EMPLOYEE DEVELOPMENT PROGRAM

Skills and Abilities

Creativity Initiative

Desire

Developing Theory/ Experience

Mentoring

ManagingPlanned

Work Projects

Coaching

Removing De-

motivators

Recruiting

BUILDING AN EFFECTIVE EMPLOYEE DEVELOPMENT PROGRAM

Skills and Abilities

Creativity Initiative

Desire

Developing Theory/Experience

Mentoring

ManagingPlanned

Work Projects

Coaching

LeadingAdvancement & Organizational

Incentives

Removing De-Motivators

Recruiting

QUESTIONS AND COMMENTS