First, measure the frequency of behavior (what the individual says or the physical movements made) and the outputs (the physical evidence of completed work produced by those behaviors) prior to any management change. This analysis can be done for just one behavior and output or for many by job category, department and organization. Through this analysis, one measures present performance, establishes standards, specifies why behavior is deficient, calculates the net economic value of improvement after the cost of solutions, and places them in priority order. The result of this analysis is identification of potentially high-payoff behaviors and outputs that can be improved - an important first step, because, surprisingly, key behaviors and outputs are often overlooked or undervalued in organizations.
Then, introduce the procedures used in Performance Management and quantify the amount of change that occurs in specific time periods. Because the investment in changing behavior is often very low and the economic payoffs may be high, the potential high return on investment usually excites top management
2. Be Specific
Describe and communicate desired performances and the standards for judging them in terms that are measurable, observable and objective. A description of the events that are signals prompting the response should be included. In training, coaching, measuring performance, feeding back performance data, conducting a performance appraisal, writing procedures, and delivering positive reinforcement, it is essential to be specific. Alas, if the language used is vague, the desired behavior may not occur.
3. Measure
For any performance shown by the analysis to have sufficient economic value to an organization, measure the frequency of the performance against the desired standards. While most organizations measure some performance, there are, unfortunately, many key outputs and behaviors that are not measured.
4. Give Feedback
Provide feedback on performance to the individual involved and to the individual’s manager, supervisor, or group leader, rapidly-preferably immediately-with sufficient information to allow for self-correction. Too often, feedback systems for many key behaviors and outputs are either absent or flawed.
5. Deliver Positive Consequences
Deliver to each individual positive consequences immediately after completion of the performance of the desired behaviors and outputs. The frequency of an individual’s behavior is affected by the consequences that follow it. If the consequences are positive to that individual, the behavior tends to increase; if they are negative, the behavior tends to decrease. Consequences should be delivered for as long as the performance is desired, or until naturally occurring consequences are strong enough to support the behavior. How frequently you provide positive consequences is determined by how often the behavior occurs, the phase of behavior change you are in (causing the first new behavior to occur, changing its frequency, or maintaining it) and the pattern of responses you desire (steady, maximum output, peak for certain periods, etc.
Unfortunately, in many organizations the wrong consequence system is in place. Consequences of desired behavior are often negative or neutral. Undesired behavior may be rewarded. The reinforcers are badly delayed. They are delivered only on a group basis (annual company-wide profit sharing). The rewards are short-lived (contests) for behavior that is desired long-term. And almost always the positive reinforcement is too infrequent.
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