Getting the Best from Your Employees Lisa Tucker

Getting the Best from Your Employees Lisa Tucker Office of Claims Chief Learning Officer, Ajack Inc. December 15, 2013

Lesson Objectives • Understand the Human Performance System • Apply Concepts to Ajack Employees • Evaluate Effectiveness of Performance

Human Performance System “Every organization is founded by people, run by people and it’s established to provide value to people who are it customers/stakeholders” – Donald Tosti

Human Performance System – Donald Tosti

Human Performance System

Answer key – Human Performance System 1. Initiate any activity A. Output B. Process C. Input 2. The stakeholder interacts with a physical and social environment that may consist of the necessary tools and equipment, relationships with other people, etc. A. Conditions of the environment B. Output C. Input 3. Used to change performer’s actions A. Process B. Output C. Feedback

Feedback – Human Performance System • Formative Feedback • 360 -Degree Feedback

Formative Feedback – Feedback Clarity Usefulness Motivation

360 -Degree Feedback – Feedback Overload Confounding Inaccuracy Difficulty of Interpretation Defensive Response Short-lived Effect

Answer key – Feedback 1. 2. 3. 4. 5. 6. 7. 8. 360 -feedback happens at the point of action. (T/F). Formative feedback is also called multisource feedback. (T/F) Confounding happens when all feedback is “lumped” together. (T/F) Feedback is useful if provided in a way so that the recipient can use it to make a change. T/F) Feedback should motivate the recipient to make a change. (T/F) Feedback is difficult to interpret when it is hard to maintain the change over the long term. (T/F) Overload happens when the recipient gets too many recommendations for change at once. (T/F) A defensive response occurs when feedback is too small of a sampling of the person’s practice. (T/F)

Application to Ajack Employees Phase 1 Initiate Phase 2 Investigate Phase 3 Evaluate: Collision Repair Phase 4 Negotiate Phase 5 Finalize Current Claims Estimation Process

Application to Ajack Employees – Continued • Performance Interventions – Performance Support – Quality Control – Personal Development

Performance Effectiveness Evaluation Formative Evaluation of Inputs. Process-Outputs Summative Evaluation of Immediate Confirmative Evaluation of Sustainable Meta Evaluation/Validation

Summary • Apply Human Performance System Concept to Improve Performance • Use Interventions to Bridge Performance Gap • Evaluate Performance for Effectiveness

References Rummler, G. A. , & Brache, A. P. (2013). Improving performance: How to manage the white space on the organization chart , (3 rd ed). San Francisco: Jossey-Bass. Tosti, D. T. , Addison, R. M. (2009). 360 -degree feedback: Going around in circles? Performance Improvement, 48(3), 36 -39. doi: 10. 1 002/pfi. 20069 Tosti, D. T. (1987), Formative feedback. Nonprofit Management Leadership, 26: 18– 21. doi: 10. 1002/pfi. 4160260209 Tosti, D. T. (2006). Human performance technology. BP Trends. Retrieved January 29, 2013 from http: //www. bptrends. com. Van Tiem, D. M. , Moseley, J. L. , & Dessinger, J. C. (2004). Fundamentals of performance technology: A guide to improving people, process, and performance, (2 nd ed). Silver Spring, MD: International Society for Performance Improvement.