Performance-based diversity enhancement
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Factors which make a performance management system successful? PMS indeed.

Factors which make a performance management system successful? PMS indeed. | Performance-based diversity enhancement | Scoop.it
A successful PMS (performance management system) drives the QMS (quality management system) which in turn ensures that the best quality service is delivered to every customer every time.

Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, October 1, 2013 10:13 AM

Yes, that's my title for this ScoopIt, not the author's.  PMS, post menstrual syndrome of the industrial age, indeed.

Sorry, I'm not seeing it here.  This is a cautionary tale post about 90's era PMS (individually based, behavior & competency-based, yada yada) performance management systems - which describe all the pieces and parts, but not the Return On Investment, ROI.  


There are shades of B.F. Skinner reinforcement of dog training in sight (getting people to respond to rewards.)  For more on this, take a look at Alfie Kohn for some shock therapy via "Punished by Rewards" and then the classic, well researched work of Frederick Herzberg on Achievement.

I continue to search for solid evidence that all this structuring focused on top down, directive management (mgr. conducts appraisals) provides great results.  I am not finding it.  


Great, high performing managers seem to be the game changer for PMS (the perf. management system) working.  No surprises there.


Dressing up top down scientific management (F. W. Taylor, industrial age era) as knowledge worker era systemic systems, is a lot of work for limited results, depending, of course, on the manager.  


~  Deb

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Instead of Performance Appraisal, Encourage Self-Appraisals & Accountability

Instead of Performance Appraisal, Encourage Self-Appraisals & Accountability | Performance-based diversity enhancement | Scoop.it
For performance management to truly be effective accountability must be present...in the form of ...self-accountability driven by authentic, accurate self-assessment.
[How to] promote adaptive, constructive behavior and performance with the goal...for the employee to recognize his role
The manage ...can reinforce the employee's efforts by offering incremental reinforcement as incremental gains are made.
Self-assessment factors to explore:
Communication contributions What messages do I send?How do I offer them?What communication skills do I employ?To what extent do I seek and offer feedback during communications?
Perceptual lens 
To what extent do my motives, values, interests, attitudes, past experiences, current expectations, etc. color or affect my behavior?How can I gain insights about these factors to behave differently?
Role expectations 
What aspects of my role (e.g., tasks, responsibilities, boundaries, parameters, etc.) influence my behavior? What can I do manage these role expectations so that my behavior is more constructive?
Work area norms 
What beliefs or assumptions exist within my work area or team that impact the way I behave?What latitude do I have, as an individual, in ways that reflect my unique perspective?
Organizational culture 
In what kind of organizational setting do I work? What does the organization (and its leaders) say about the vision, mission, and values we are to uphold and pursue? How does my behavior compare with these espoused elements?
Ultimately, both managers and employees need to realize the simple fact that people differ in the way they perceive the world.  Photo:   Photo, credit to Konrad Glogowski, Flickr.com CC 
Via Deb Nystrom, REVELN
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Deb Nystrom, REVELN's curator insight, July 10, 2013 3:01 AM

When you are in it, you can't see it.  Teaching and reinforcing self-assessment can help us grow out of that big blind spot.  

The research photo, credit to Konrad Glogowski on Flickr, provides self-assessment guidance transferable to self-assessment and self-appraisal in performance setting.  


Use such an approach at the beginning of any review cycle.  


Provide easy-to-use supporting tools for data gathering and review.  ~ D

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Redirecting Your Organization To Be Human Again

Redirecting Your Organization To Be Human Again | Performance-based diversity enhancement | Scoop.it
A few tips by Salima Natoo, one of the top HR expert, about how to rehumanize business in your organization.

Via Docebo
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Docebo 's curator insight, April 15, 2014 9:06 AM

"It’s cool to be human again. We are the genius of imperfection." In this blog post Salima Natoo, one of the top 100 HR experts on Twitter, explains how to put back people at the center of your organization.

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'Diversity deficit' holding back FTSE 100 competitiveness

'Diversity deficit' holding back FTSE 100 competitiveness | Performance-based diversity enhancement | Scoop.it
All-white boards could face quotas

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Annabel Kaye's curator insight, February 10, 2014 8:53 AM

Quotas for women on boards (at EU level) are opening the door to other diversity quotas - Are they a good thing?

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Diversity - #ThroughOurEyes

ThroughOurEyes is a behind the scenes documentary of us working and preparing, giving you an insight into what we do to achieve our dreams. Tickets for the ...
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Boosting | The MIT Press

Boosting | The MIT Press | Performance-based diversity enhancement | Scoop.it
@Nemo_incognito @BlindfoldedLady @pmarca ensemble methods are very heterogenous, some make it better, see http://t.co/7qsxnIdd5S
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Rescooped by Norman Johnson from Business Brainpower with the Human Touch
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Think Different? Real diversity means getting past groupthink.

Think Different? Real diversity means getting past groupthink. | Performance-based diversity enhancement | Scoop.it
Don’t assume that meeting your diversity goals will help you avoid groupthink. People who look different may agree on pretty much everything.

 

Diversity was never supposed to be limited to skin color, gender, or ethnicity. It also promised to help generate a broader range of thoughts, opinions, and perspectives—and help overcome the curse of groupthink.

 

Any number of recent articles and books have urged executive teams and corporate boards to foster discussion and disagreement. Only from constructive conflict, we’ve been told, can out-of-the-box opinions and ideas emerge. In short, everyone—really, everyone—agrees that groupthink should be avoided like the plague and that new ideas are as good as gold.

 

But even though most big companies long ago established formal diversity goals and programs, initiatives aimed at creating fresh ideas, planting the seeds of greater innovation and fostering contrarian views that serve as a hedge against costly mistakes, have—with relatively few exceptions—failed.

 

Miserably.


Via The Learning Factor
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Doingtime2's comment, October 13, 2012 7:19 PM
Thank U !!!!!!!!!!~~~~~shared
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The downside of diversity

The downside of diversity | Performance-based diversity enhancement | Scoop.it

 

[SUMMARY & KEY POINTS]

 

THE business world has a 'universal truth':  diversity is good. The more companies hire people from different backgrounds the more competitive they will become. It stimulates innovation by bringing together different sorts of people. And so on.


But what about the downside of diversity?


American universities (and many others as well) are committed to the idea that diversity promotes learning and creativity. Nobody wants to be seen as being unsympathetic to minorities. Yet it's more complicated than this.

 

Diversity can bring risks as well as benefits. There are trade-offs between the trust that comes from sharing a common background and the cultural sensitivity that comes from employing people from different parts of the word.

 

Roy Y.J .Chua, of Harvard Business School notes that getting people from different nationalities and cultural backgrounds to co-operate is fraught with difficulties. Differences in world-view and cultural styles can produce “intercultural anxiety”. The very thing that can produce added creativity—the collision of different cultures—can also produce friction. The question is whether the creativity is worth the conflict.

 

A series of three studies by Professor Chua has indicated that exposure to cultural disharmony may reduce creative output.


Via Terence R. Egan
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Terence R. Egan's curator insight, February 27, 2014 2:50 AM

 

For many years, academics avoided making any comments against diversity. If they had, they risked being labelled as 'racists'. Political correctness is a huge problem in western universities. The mere mention of race or nationality can bring cries of "racism" from an ill-informed and unthinking minority who strike fear (and inaction) into the hearts of the fairest of people.

 

The zeitgeist appears to be changing in recent years. It's time that common sense was brought back into play.

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business - The Importance of Diversity in Networking

business - The Importance of Diversity in Networking | Performance-based diversity enhancement | Scoop.it
business - The Importance of Diversity in Networking - Entrepreneur.com

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Sharrock's curator insight, January 31, 2014 9:26 AM

 Do you really pursue diversity in your friendships and work relationships? What have you discovered when you really listed your friends and work relationships? Differences include class, race, religion, sexual orientation, gender, age, political beliefs, nationality, intellectual, education (and even more). Do people really have "nothing" in common? When is "having nothing in common" a good thing? Stories of happy surprises are welcome.

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Avanade Insight into the Big Data Trend: The Role of Search

Vast volumes of data are being created by companies every day. This is creating challenges for organizations trying to make sense of the data, turning it int...
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Heterogenous and homogeneous types - YouTube

These are Bataille's terms which he uses in his article, THE PSYCHOLOGICAL STRUCTURE OF FASCISM.
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White guys (Don't do it): Google searches for more diverse workforce ...

White guys (Don't do it): Google searches for more diverse workforce ... | Performance-based diversity enhancement | Scoop.it
In a contrite blog post to go along with the statistics, Laszlo Bock, senior vice president of people operations at Google, said: 'We've always been reluctant to publish numbers about the diversity of our workforce at Google.
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