PRODUCTIVITY, PERFORMANCE AND THE HEALTHY WORKPLACE

Transcription

1 PRODUCTIVITY, PERFORMANCE AND THE HEALTHY WORKPLACE Objectives: Identify productivity measures Identify individual performance measures Integrate productivity and performance measures for a healthy workplace Outcome: Individual action steps to create a healthy and productive workplace Presenter: Susan C Paddock, Director, Wisconsin Certified Public Manager Program Management and Leadership Conference SC Paddock page 1

2 A definition of productivity: Why focus on productivity: Productivity measures for my work unit: 2008 Management and Leadership Conference SC Paddock page 2

3 Definition of employee performance: Why employees fail to perform: How to measure performance: S M A R T measures 2008 Management and Leadership Conference SC Paddock page 3

4 Performance measures for employees in my work unit: 2008 Management and Leadership Conference SC Paddock page 4

5 The Healthy Workplace What employees expect The cost of failed expectations What motivates employees Motivators Importance of measurement 2008 Management and Leadership Conference SC Paddock page 5

6 Employee Engagement 10 drivers of engagement 1. Management interest 2. Skill improvement 3. Organizational reputation 4. Decision making input 5. Resolution of customer concerns 6. Expectation of high personal standards 7. Career advancement 8. Challenging assignments 9. Good relationship with supervisor 10.Encouragement of innovation Linking productivity measurement and performance measurement 2008 Management and Leadership Conference SC Paddock page 6

7 Your Role as a Leader Vision Emotional Intelligence Change leadership Transformational leadership Stewardship Culture and climate Engagement Eighth Habit 2008 Management and Leadership Conference SC Paddock page 7

8 Paying Attention to Happiness: Eight Factors in Choosing Happiness 1. Intention desire and commitment to be happy; decision to choose that which leads to happiness 2. Accountability choice to create life you want; assume personal responsibility for choices 3. Identification look deeply for what makes you happy 4. Centrality insistence on making central that which makes you happy 5. Recasting transform negative into meaningful, important and source of energy 6. Options decision to creating multiple options; open to possibilities 7. Appreciation choice to appreciate deeply your life and people in it, stay in the present 8. Giving choice to share yourself with others without expectation of a return 9. Truthfulness choice to be honest with yourself and others internal contract 2008 Management and Leadership Conference SC Paddock page 8

9 FOR THE LOVE OF IT Begin with a full cup. If we re going to fall in love with what we do, we need all the energy we can get. Find guides. Want to fall in love with what you do? Then hang out with folks who are in love with what THEY do. Act as if. What I ve learned is sometimes you just have to act as though you can do it. Express gratitude Whenever I take a photograph I can t help saying thank you. I m not really sure why I do it or when it started, but I do know expressing my gratitude increases my happiness. Make a contribution I m not going to worry about making a difference. If that happens, it happens, I ll just take the responsibility of making a contribution, the best that I can, by falling in love with what I do. Pass it on When you love what you do, you pass it on. That s the way it is Pu uwai Aloha a loving heart. Chase the light A lot of people think photographers wait for the light to be just right. Maybe some do. I don t. I can t. It might not ever happen. I have to take action, to follow the light no, not follow it, chase it. Chase the light. I just can t wait. DeWitt Jones (2002) 2008 Management and Leadership Conference SC Paddock page 9

10 My commitment: What I can do tomorrow What I can do by the end of October What I can do by December 31, 2008 What I can do by July 1, Management and Leadership Conference SC Paddock page 10