Translating Intangible to Tangible Performance: Volume 3   12-page PDF document
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Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
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Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
Translating Intangible to Tangible Performance: Volume 3 (12-page PDF document) Preview Image
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Translating Intangible to Tangible Performance: Volume 3 (PDF)

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BENEFITS OF DOCUMENT

  1. Objectively measure adherence to rules and regulations and attendance policies and procedures.
  2. Objectively measure the application of learned skills.
  3. Objectively measure other activities such as conducting tours, serving as a subject matter expert, etc.

DESCRIPTION

This product (Translating Intangible to Tangible Performance: Volume 3) is a 12-page PDF document, which you can download immediately upon purchase.

Supervision and Management are often at a loss when evaluating performance and they are unable to provide specific examples of non-performance incidents. Additionally, employees are caught off guard when they learn about performance expectations after a non-performance incident occurs. If, for example, an employee is informed that the level of teamwork being demonstrated is unacceptable and asks what that means, the supervisor or manager cannot quantify what is meant by teamwork. Over time, because feedback and ratings cannot be substantiated or justified, supervision and management avoid honest communication and assessment, and employees cease to be held accountable for desired performance. This situation ultimately impacts high-performers when their own productivity and quality gradually decline. An organization may even wind up keeping employees who should not be kept beyond their probationary periods because they are not meeting performance expectations and the ability to justify terminating employment is deficient.

With this reference, you can objectively measure performance by making the intangible tangible. In this document, we provide over 20 objective measurements each for evaluating the following performance categories:

•  Adherence to Rules and Regulations
•  Attendance and Attendance Management
•  Training and Application of Learned Skills
•  Other Miscellaneous Employee Activities

These measurements can be used to communicate performance expectations during the recruiting and hiring process, to identify performance gaps and coach employees to succeed, to track and document performance, and to substantiate and justify feedback and ratings associated with probationary periods, personal improvement plans, corrective actions, performance reviews and disciplinary actions.

A worksheet is also provided to document coaching sessions.

Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.

Source: Translating Intangible to Tangible Performance: Volume 3 PDF (PDF) Document, Karen Reitor, Communique Productions Inc


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ABOUT THE AUTHOR

Additional documents from author: 85

Since 1985, Communique Productions has worked with over 175 clients and completed over 3000 talent development and management consulting projects. Karen Reitor, President and Founder, is a Certified Management Consultant and a Certified Professional in Learning and Performance. Communique is an Accredited Provider certified by the International Association of Continuing Education and Training ... [read more]

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