In changing the structure of the language we use in performance reviews, we can more accurately measure how people are performing.

Addressing Nominalisations and Generalisations

For the purpose of performance language,  a nominalisation is a word that describes something you can’t put in your pocket or be active in doing.

Some examples and interpretations

“Performance”  How am I performing doing what specifically?

“Organisation” Who or what is being organised? By whom and for what purpose?

“Achievement” you can pocket the results of achievement, a feeling, more money, assets or an increased profit margin.

Common errors in performance measurement criteria

Many performance reviews are set up to review unspecified criteria. And it seem often that the criteria is ill defined in its implementation.

Team Identity: how does an individual fit within the team and who is constructing its “identity”? How does a team identify with itself? It cannot. Individuals within a team may contribute to an outcome, a goal, increased revenue measured in specific dollar terms for that team, increased production, and in working well with each other. Unless the identity of the team is clearly defined, this is a throw away measurement.

Demonstrating our Values: Values is an interesting area. Many businesses have the value of honesty high on their charter of values, and yet at times do not consistently demonstrate it, especially during a restructure. How are the values being interpreted by whom? Each individual holds a different criteria for doing a value. The criteria here is how does a person demonstrate the behaviours expected by the company. And have those behaviours been clearly stated?

Improving customer satisfaction: this one requires the business to conduct customer experience surveys, specifically in terms of the person being performance measured. It also requires taking a base line measurement of customer experience in order to define what has been improved. In many organisations this criteria becomes a throw away as its not based on surveys but hallucination.

Self Improvement: improving what specifically? What was the base line that needed to be improved and for what purpose? How does this contribute to the performance of the person being measured? Is “I attended a yoga class last month” a self improvement measurement? Absolutely, if this criteria is not redefined and made more specific in terms of outcomes.

Culture: this nominalisation is one of the hardest to measure. Unless a business owner or manager can clearly define how a culture is constructed, then how can it be measured?

Contribution to Company Vision: this one appears time and again for measuring senior staff performance and is often unclear. Measuring this criteria means the action steps to achieve the end result, including ownership for taking those steps is made accountable in the beginning.

By clearly defining the criteria for measuring performance, you can get improved results for the people and the outcomes of your business.

What is considered enlightened in twenty-first century New Zealand? All of the rules (or policies) for using weapons  other than large steel knives are found on the Department of Labour website. However the most effective weapon of all is to know where your business is going, whats holding it back and how are you demonstrating your direction and contribution to its success.

Death of profit, a person, a product or service, or a previously achievable direction can create chaos, which is a very good time to remove all sharp utensils from the premises or nail the cutlery drawer shut. The better alternative is to assess the opportunities based on your achievements to date, what resources you have and how they can adapt to a new level of success. Can you change your perspective and create a new vision on the foundation of what you have built? In delivering seamless change strategies from the old to the new, people and businesses quickly thrive again without the need for total destruction, preparing for a funeral of what was, or large steel knives.

Some of these clients include

The ECN Group – team performance training, change management, sales and bid process restructuring, business performance analysis, business restructure, employee performance training and coaching

Probity Consulting – communication strategies, recruitment services, training programs

Barnardos – centralising administration processes, employee performance coaching and training, administration unit restructure

Sync Health – strategic planning, staff sales and personal performance training, individual work performance coaching

K2 & Associates is a team of specialists who have dedicated their careers to improving performance in businesses and for people, by understanding that change is an opportunity and with the right steps, you too can improve performance. Its your vision that keeps you moving forward, and if your vision is unclear, we assist you in describing it to yourself and others.  We then help plan the journey to realise that vision.

You don’t know what the view is from the top until you get there, and its always far richer in reality than idea. Peak performance assists in decreasing the time between vision and reality.  K2 & Associates provide strategies, training and tools that take the pain out of the journey to the top.

It costs nothing to find out how. Call us and take that first step in the right direction.

Mayo began by having the lights turned up on the factory floor. As expected, production levels went up too. His theory proved correct.

Out of curiosity, Mayo had the lights turned down to see what might happen. Unexpectedly, production went up again. Whatever he did with the lighting, productivity increased.

Mayo discussed his findings with the workers involved to find that the interest Mayo and his researchers had shown in them made them valued. They were used to being ignored. The increase in morale led to an improvement in productivity. This is known as the “Hawthorne Effect”

Look for areas in the environment, or small behaviours which are easily manipulated for maximum effect.

Competency and Behavioural Interviews can be an icefield, and staying above the rejections and non responses can be just as difficult.

In today’s job market, there is a higher focus on behavioural and competency interviewing, to assist in getting the best person for the team, role and organisation.

This three day training course is designed to help you navigate the questions posed in today’s job interviews. Questions like “tell me about a time when you have used Pareto’s Principle in your job?” “Explain what happened the last time you made a mistake, what did you take out of this?”Tell me about a time when you’ve been able to reverse a negative situation, how did you go about it and what were the results?”

The training covers CV design and review techniques, interview performance strategies and self management tools to keep you motivated as you navigate the crevasses of job seeking.

For more information, download the Career Seeking Training brochure and register, or contact us.