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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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Factors which make a performance management system successful? PMS indeed.

Factors which make a performance management system successful? PMS indeed. | Talent and Performance Development | 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.
Deb Nystrom, REVELN's insight:

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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Scooped by Deb Nystrom, REVELN
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Navy SEAL Lessons For High Performance Teams

Navy SEAL Lessons For High Performance Teams | Talent and Performance Development | Scoop.it
Every person counts. And four other important rules to work by.


Excerpts:

Military culture is traditional, historically informed and fixed, whereas corporate cultures differ based on the leadership or other variables that oftentimes create challenges for employees at every level.


Military personnel have a clearly structured and transparent path to promotion, while in the world of business, there's often no defined career progression and the necessity for employees to manage their careers.


_____________________

Every SEAL knows with 100% confidence that the person behind him will be able to save his life. 

_____________________


It's clear that above all else, the Navy SEAL’s functional and effective teamwork is among one of its top strengths. SEAL insights could, and should, be applied to working teams in business.


Excerpts from the article:
 

Every person counts. 

Every SEAL knows with 100% confidence that the person behind him will be able to save his life. Corporate leaders need to be able to say the same about their management teams. Employees’ livelihoods depend on it.


SEALS train. 
When SEALs are not on combat deployment, they spend the vast majority of their time in training. In contrast, executives spend the majority of their time executing. The importance of training for new employees, or even a veteran team, is vital to the success of the business. Navy SEALs spend thousands of hours honing their skills, and so should employees in a profession.


Everyone is expendable. 
All SEALs are trained in a nearly identical manner, so no one SEAL is indispensable to the unit or the mission. The understanding during combat is that anyone can be lost at any time and the rest of the unit can carry on the mission successfully. Businesses need to ensure contingency plans are in place ...so the team can carry on without any delays.

Deb Nystrom, REVELN's insight:

It's a different model for high performance.  From a place of tradition, it challenges corporate tradition.  Succession planning AND management are important.  Few have truly prepared for succession management.  ~  D

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