Presented by: Thomas Danford Tennessee Board of RegentsMonday, November 4 02:15

Course ID 263

10 Determinants & 13 Ground

Rules that Improve

Performance

co•he•sion noun \kō-ˈhē-zhən\ 1 : the act or state of sticking together tightly; especially: unity

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Session Rules of Etiquette

Please turn off your cell phone/pager

If you must leave the session early, please do so as discreetly as possible

Please avoid side conversation during the session

Thank you for your cooperation!

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IntroductionTalent management: The process of attracting/recruiting/integrating highly skilled new workers and developing & retaining current workers.Overview – The talent management processMain Focus – Process elements that contribute the most towards employee and client/customer satisfaction

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You Should Come Away with An Understanding of …

Basic talent management processes

How clients and employees differ in their perceptions of performance

How employees and supervisors differ in their views of performance management

How to align perceptions for optimum organizational performance

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Some Definitionsper·for·mance noun /pərˈfôrməns/ 1. the action or process of carrying out or accomplishing an action, task, or function.

per·for·mance man·age·ment noun /pərˈfôrməns ˈmanijmənt/ 1. is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities and performance expectations in order to ensure mutual understanding between supervisor and employee.

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Talent Management Requires Organizational …

Philosophy

Model

Focus & Planning

Driven by a Process …

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The Talent Management Process

OnboardingPerformanc

e manageme

nt

Training & performance support

Succession

planningCritical

skills gap analysis

Compensation and benefits

Workforce

planning

Recruiting

Learning Content

Job RolesJob Descriptions

Competency Models

StrategicPlan

Source: Bernsin & Associates - http://bit.ly/cFN5ox

Employee Review

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A Talent Management Model

10 Determinants of Service Quality

13 Ground Rules for Success in the Information Age

10 Determinants of Service Quality

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Determinants of Service Quality

1. Reliability

2. Responsiveness

3. Competence

4. Access

5. Courtesy

6. Communication

7. Credibility

8. Security

9. Understanding

10. Tangibles

Word of Mouth

Personal Needs

Past Experience

Expected Service

Perceived Service

Perceived ServiceQuality

Source: Parasuraman, Zeithaml and Berry, "A Conceptual Model of Service Quality and Its Implications for Future Research," Journal of Marketing, Fall 1985, pp. 41-50.

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Determinant Weights Vary by Industry … Organization … etc.

Reliability

Respon-siveness

Competence

Access

Courtesy

Communica-tion

Credibility

Security

Understand-ing

Tangibles

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ReliabilityInvolves dependability of service and consistency of performance; performing the right service right the first time; honoring promises; accuracy.

• Ensuring a fix of one problem doesn’t cause another

• DIMMs not SIMMs• Making meetings & delivery dates

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ResponsivenessConcerns the willingness or readiness of employees to provide service; timeliness.

• Passing the buck (someone else’s job)• Feigning/claiming ignorance• Returning phone calls, e-mail, etc.

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CompetenceMeans possession of the necessary skills and knowledge required to perform the service.

• Willingness in adapting to change• Soft skills outside of technology• Tinkering around in front of client

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AccessInvolves approachability and ease of contact; waiting time; hours of operation.

• Modality of access (cell, e-mail, etc.)• Location of offices• Feng Shui• Queuing theory

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CourtesyInvolves politeness, respect, consideration, and friendliness of contact personnel.

• The power of the smile• Dealing with the upset• Accommodating the anxious• Recognizing rank

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CommunicationMeans keeping clients informed in language they can understand; listening to clients; adjusting language to different needs of different clients; explaining the service itself.

• Techno - speak• Condescending/patronizing - speak• Providing options, explanations & timelines

• E-mails informative but short/to the point

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CredibilityInvolves trustworthiness, believability and honesty, reputation; personal characteristics of personnel.

• Enabler vs. gatekeeper• Bluffing or contriving an answer• Solutions that always involve purchases

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SecurityIs the freedom from danger, risk or doubt; physical safety; financial security; confidentiality.

• Loss or corruption of data• Disclosure of information (PII, credit cards)

• Monitoring of customer network use

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UnderstandingInvolves making the effort to understand the clients needs; learning the clients specific requirements; providing individualized attention.

• Seek first to understand• Academia vs. business & industry• Teaching, research & public service

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Tangibles Include the physical evidence of the service; physical facilities; appearance of employees; physical representation of the service, such as a receipt.

• Notes acknowledging service• Dress & appearance• Marketing materials• Follow-ups• Dashboards & status websites

13 Ground Rules for Success in the

Information Age

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Become a quick-change artistTime waits for no oneChanging for the better is an art not a scienceRapid recovery and instant re-alignment with goals and objectives Organizations today need employees who can change without breaking stride

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Commit fully to your jobThe difference between showing up versus contributing Job commitment makes work far more satisfying Brings out your best potential

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Speed upOrganizations are only as fast as their employees Developing a strong sense of urgency

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Accept ambiguity and uncertaintyExpect/identify shifting priorities Develop a plan … clarify your roleShow initiative

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Behave like you're in business for yourself

Tie personal success with the organization’s How can I help … cut costs, serve the client better, innovateEmployers today need decisions to be made by people who are closest to the information

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Stay in schoolBecoming a lifelong learner Enroll (seminars, CEUs, Webinars, books, MOOCs, etc.)

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Hold yourself accountable for outcomes – Add value

Focus on outcomes, not processConcentrate on making contributions and making a difference

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See yourself as a service centerKnow who your clients are Provide quality customer service (10 Determinants of Service Quality)

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Manage your own moraleDiscouragement emits negativityNegativity drains energyKnowledge and expertise are greatly diminished without energy and a positive attitude

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Practice Kaizen (pronounced ky'zen)

A constant eye for improvements increases the likelihood of major innovation Best insurance for both your career and the organization

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Be a fixer, not a finger-pointerTheodore Roosevelt’s “The man in the arena” speechOrganizations need solution providers

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Alter your expectationsShed the "entitlement" mindset Develop a strong interpersonal coping styleParticipate – supportive networks

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Exercises You Can Use10 Determinants of Service Quality

• Have employees rank determinants by their strengths

• Have employees rank determinants based upon their client’s perception of importance

13 Ground Rules for Success• Have employees rank ground rules by their strengths

• Have employees rank ground rules based upon their superior’s perception of importance

Thank You!Thomas DanfordTennessee Board of Regents

Please complete the session evaluation formCourse ID 263

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http://www.linkedin.com/in/tdanfordhttp://twitter.com/tdanfordthomas.danford@tbr.edu

Questions & Discussion?