Resource Library

GSMI offers a comprehensive library of blogs, Articles and White Papers, discussing today's hottest and leading management methodologies and strategies.  Use the navigation to scroll through and find the information that pertains to you and your performance management needs.

GSMI is always looking for the most up to date case studies and effective information to provide executive leaders today.  If you have an interesting article to publish fill the form out below and contact us.

 

By GSMIweb on 22-Apr-10 02:32.

Problem Solving/Corrective Action by Terence Traut Introduction This article introduces the problem-solving model as a technique for managing performance issues that are more controversial, or that are not effectively addressed through coaching or feedback. Issues such as tardiness, being out of uniform, continual poor performance, and others are best handled by a direct, objective approach. By following the Problem Solving Dialogue Model taught in this article, you can feel confident in addressing these thorny issues with employees. Problem solving sounds so simple. However, we know it isn't as simple as it seems. Employees don't behave as we hope they would. Problem solving conversations are the ones we all tend to - or want to - avoid. Why? Because we fear - or are concerned about - how the employees may react. In a minute we will find ways to overcome these challenging situations. What you must remember is that it is important NOT to avoid these conversations as a result of feeling uncomfortable about having them. If you were the coach of a baseball team, you would want your players to give it their all. What they should be able to expect of you in return is that other players on the team are performing as they need to. Why should the shortstop play his heart out if you let the pitcher or first baseman not play at the same level?
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By GSMIweb on 22-Apr-10 02:31.

Process Mapping: The Way to Engaged Employees and Better Business Results by Leslie Allan Business pundits have recognized now for a number of years that a motivated employee is a productive employee. This is true across international boundaries, as major research studies have shown. Studies conducted by research houses such as Towers Perrin, BlessingWhite and Gallup Consulting consistently reveal a strong correlation between the level of employee engagement in an organization and its ability to meet its business goals. There are many organizational and personal factors that contribute to an employee's commitment level. One powerful but often unused method for raising employee motivation and effectiveness is mapping business processes. Process mapping entails identifying and representing in simple graphical form the steps used to deliver a product or service to both internal and external customers. Mapping processes is a central activity in all quality initiatives. And it's no wonder. You can't improve what you don't understand.
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By GSMIweb on 22-Apr-10 02:30.

Self-Monitoring Systems Are Good for Recognition by Chris Herrmann Performance Management is coming under critical fire because the complexity of some of the processes is beginning to over-ride the fundamental principles. However, as Hogan Armstrong knows, elements of Performance Management work well for both employees and managers. Hogan is an IT Service Engineer for a large multinational organization. He spends the majority of his working life away from his home office but his Self-Monitoring System lets both him and his manager know how he is performing. Any personal objective important enough to be included in a performance plan should be measurable in one way or another. One of Hogan's principal objectives is: "To follow up each service call after two working days to check system functionality and customer satisfaction. Where problems are revealed, I will take responsibility for immediately reporting the fault and initiating a remedy within 24 hours."
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By GSMIweb on 22-Apr-10 02:29.

Seven Tips to Bring You and Your Staff to Their Full Potential by Neal B. Burgis, Ph.D. Possibly, the greatest untapped resource in any organization lies in its employees. These days, "giving 100 percent" is not enough to get ahead; you need to become more effective in unlocking your staff's potential strengths, creativity, and resourcefulness. The best companies have the best people, and the top people are those who think and act faster and better than others. According to Gallup Research, organizations make use of less than 20 percent of their employee's potential. The following seven tips are what I believe are the specific ingredients in bringing the leader and his or her staff to their full potential: 1. Leadership - Being an effective leader helps you and your staff as they look to you for all of the specifics in getting their work done, as with items that follow and more. Allow your staff to think on their own, have trust in them for accomplishing the tasks assigned to them, and in return you will find that managing your employees will help them perform at their optimum level. The job of the leader is to help increase their staff's effectiveness and to recognize and work to improve whatever limitations affect individual's performance. 2. Communication - As a leader, talk to your staff and share with them how best to g
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By GSMIweb on 22-Apr-10 02:29.

Should You Measure Individual People's Performance? by Stacey Barr Introduction Performance Appraisal, Individual Performance Review, Personal Performance Development Plan. There are numerous names for this artifact of the post-1990s organisation, but they are names for basically the same concept: the measurement, review, evaluation and management of the performance of an employee. And it is one of the most contentious management processes of them all! Why Organisations Do It There are many reasons why managers continue to use individual performance appraisals, despite their love-hate relationship with them: • to motivate staff to perform better, to contribute more to the organisation's results • to reward and recognise great performers • to validate decisions to get rid of (or manage) poor performers • to give staff the opportunity to continually learn and develop • to make the organisation and its processes perform better - to inform succession planning and promotion decisions The intentions behind almost every employee performance management system are good and just. It's about making things better. But are they really making things better, the way most organisations currently design and implement them?
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