Live Webinar October 24th, 2012 3:00 pm – 4:00 pm
Webinar Duration: 1 Hour ea Credits: 1 Category C – Free PDUs
Presented by: HR.com

It’s no mystery that the typical performance appraisal does not work!

Unfortunately managers and employees both dread the typical performance appraisal and yet it remains that most popular tool for managing employee effectiveness and engagement.

• Are you frustrated with your performance appraisals?
• Do they create anxiety in you and your employees?
• Do you or your managers merely go through the motions or try to avoid them altogether?
• Do your appraisals make things worse by damaging motivation, trust, and performance?

Organizations need appraisals that work because leaders must be able to fully engage the hearts and minds of all employees to achieve strategic results and high profitability.

The Complete Performance Improvement Process (CPIP) creates the requisite environment of trust, openness, and engagement that organizations need to optimize continuous quality improvement.

Instead of focusing on improving the individual employee performance and his/her strengths or weaknesses, the employee and manager become partners to uncover and remove the barriers. These barriers are preventing the employee from developing (the very best they can be), learning, and performing. In short, the partners are able to tell the truth, to act with less fear, and demonstrate greater commitment. It ultimately accelerates quality improvement, learning, and organizational results.

The typical performance appraisal process is based on the industrial age leadership model and, unfortunately, the new fast paced global economy has caused us to outgrow its usefulness. Like an old suit that no longer fits and is out of style, the typical appraisal must be replaced with an alternative that fits with the need to deliver exceptional employee engagement and the ability to adapt to massive change.

CPIP is very different because it focuses on improving the quality of interactions and not the quality of people. It focuses on improving the quality of processes and not grading people. It is focused on building trust and learning instead of rating and ranking individuals. It increases intrinsic motivation and reduces the dependence on extrinsic motivation.

The typical appraisal relies on evaluating the individual and rewarding them with higher pay. With the current economy this approach can seriously backfire because the pay difference between the average performer and the high performer is often so small it almost seems silly.

What You Will Learn:

• Why the current performance appraisal design imposes a barrier to trust, quality improvement and motivation and will never work well.
• A management model that can help managers and employees to think differently about performance and performance appraisals in order to make significant productivity improvements.
• How to replace performance appraisals with a New Ground Breaking process called the Complete Performance Improvement Process (CPIP) to improve motivation, morale, problem solving, productivity, quality, accountability, and management competencies.
• Why attorneys have endorsed the CPIP process because it helps protect the organization from legal challenges while helping management to address “poor performers’ immediately and increasing the probability the employee will “de-select” quickly without the need for a firing.
• How CPIP can save valuable management time and improve management competency while improving employee performance.

Recommended Resources:

1. Kirkus reviews described “The Art of Leading: 3 Principles for Predictable Performance Improvement” as an “engaging, accessible book, Hauck challenges the standard paradigm of employee evaluation by performance review by suggesting the system in which the employee works, rather than the employee, must change
2. An article about CPIP in the Denver Business Journal
3. A white paper about a client, Independent Living (CDPP) Implementation Performance Appraisal
4. Stop the Leadership Malpractice PowerPoint presentation.

PDU Category C documentation details (for this conference):

Process Groups: Executing

Knowledge Areas: 4- Integration 9 – Human Resources

• 4.3 Direct and Monitor Project Execution
• 9.3 Develop Project Team
• 9.4 Manage Project Team

As a Category C ‘Self Directed Learning Activity’ remember to document your learning experience and its relationship to project management for your ‘PDU Audit Trail Folder’

Click to register for the Stop the Leadership Malpractice: How to Replace the Typical Performance Appraisal