|
|
It is not only for what we do that we are held responsible,
but also for what we do not do.
Molière (Jean-Baptiste Poquelin) 1622-1673.
|
Most of us want to perform well and prosper.
In turn, the organizations we live and work in
do also - Invisible Hand Theory at play. But how? There are no magic beans, secret sauces
or silver bullets. Fortunately, there is always ability, motivation and opportunity to 
rely on. There are also specific tools for particular situations that
need to be carefully chosen, applied and measured to optimize results. Return on investment
is the crucial metric for making decisions and conclusions when investing in development of these capabilities.
This Digest provides a range of theories and tools for deciding on personal career and organizational
performance development. Of particular note is the increasing use of People Performance theory
and the proliferation of Coaches. But, what is People Performance? Some standard models are presented.
Or a Coach? What's the difference from a consultant, counselor, advisor, mentor, expert, authority
or other professional? Is coaching a fad? How are coaches trained and certified?
What are they best at? How do you measure their effect?
This collection does not offer a conclusion, rather, a continuum of
developmental needs and applications is suggested. This is combined with a representative
selection of resources to assist the reader in deciding for themselves which tool is best for
their particular situation and objectives. Please read through, also online.
The Digest is a public service of Cientia, please see below for details.
|
|
| Performance Development | Performance Coaching |
|
| strategic : | : tactical |
| soft skills/understanding : | : hard skills/knowledge |
| medium to long term : | : short to medium term |
| goals/assessment/model based : | : needs/process/results based |
| individual data/measures : | : organizational data/measures |
| broad competency focus : | : narrow task focus |
| developmental experiences : | : task specific achievements |
| includes qualitative feedback : | : emphasizes quantitative feedback |
| often confidential process : | : often public process |
| creates potential : | : delivers results |
| consultant training/credentials : | : coach experience/track record |
|
|
| Jay Conger and Ginka Toegel, 2003. In the spirit of doing the right thing before doing it right. This important work from a leading author clearly differentiates the objectives and methods of competency development from performance management. Makes a convincing argument for different disciplines. Academy of Management Journal of Learning and Education.
|
|
| Before embarking on any performance initiative, it is necessary to review the range and state of similar management tools currently in use. Tool use has risen about 60% over the past two years. Soft skills involving "Compass setting" tools such as strategy, values and customer satisfaction predominate at present. Bain. Download
|
|
| Jac Fitz-enz, May, 2000. An instant classic providing a rare blend of management expertise and quantitative metrics that show how to calculate human costs and productivity at three critical levels: Organizational (contributions to corporate goals); Functional (impact on process improvement) and Human resources management (value added by five basic HR department activities).
|
|
| Webcast Nov. 8, 2004. HCI's expert panel discusses findings and recommendations on how to get started in determining the hard and soft returns on your investment in human capital. Includes Dr. Jac Fitz-Enz, Professor John Boudreau, Dr. Robert Yerex. People Performance Institute.
|
|
| A representative human capital development framework of analytical measurement and planning tools that enable organizations to identify and measure the factors that affect organizational performance. The framework uses four distinct levels of measurement to assess an organization's human capital practices and determine the benefits it receives from investments in people. Outlook Journal, May 2003. Download
|
|
| David Foreman. White paper generally representative of the overall structure and relations of human capital and intangible assets. Sage Learning Systems and The People Performance Institute. Download
|
|
| William Byham. Monograph by a founding partner of this world leader in competency development explains their integrated methodology and it's results. Development Dimensions International (DDI). Download
|
|
| Comprehensive and unbiased collection of competency definitions with selections of resources for development of each. Canadian Public Service Commission. Download
|
|
| Dave Kieffer, 2003. This type of analysis is especially powerful due to the ability to sort out results that are causal from those that are correlational. Executives will be able to target investments for maximum productivity, establishing a hard-to-copy strategic advantage. Mercer Management Journal. Download
|
|
| Tom Love and Haig Nalbantian, Nov. 2003. A new science of human capital management is becoming more prominent. It's characterized by rigorous systems thinking, a basis in firm-specific facts, and a focus on value creation. Mercer Management Journal. Download
|
|
| Jonathan Gosling and Henry Mintzberg, 2004. The authors argue that contemporary management education does a disservice by standardizing content, focusing on business functions instead of managing practices and training specialists rather than general managers. Sloan Management Review.
|
|
| Charles Wankel and Robert DeFillippi. This series reflects and shapes thinking and practice in both academic and corporate-based education. Aspires to be a window on the future and a compendium of best practices.
|
|
| Christopher A. Bartlett and Sumantra Ghoshal, 2002. With people in ascendancy over capital, say these highly respected authors, it is time to recall what a company actually is: a social institution designed to engage people in the achievement of a valuable and meaningful purpose. Sloan Management Review.
|
|
| UNICON - portal for executive education institutions and courses comprised of the world's leading business schools. Caveat - interpreting the annual b-school rankings is complicated. Many participants have biased the ratings by pandering to them at the expense of curriculum quality, and the schools in the overall top ten differ by less than chance. In other words, the exact placements of the top schools cannot be determined statistically. The best bet is to focus on leaders within disciplines.
Business school Ranks: Canadian Business, Financial Times, US News, BusinessWeek.
|
|
| Comprehensive collection of resources from Harvard Business School Press providing the tactical advice and practice needed to develop the effective coaching techniques that deliver positive results.
|
|
| eLearning course from Harvard ManageMentor series.
|
|
| Practical how-to guide for eight essential coaching practices of effective managers. Public Service Commission of Canada. Download
|
|
| Ground level articles on Coaching, Executive Performance, Performance Improvement, etc.
|
|
| David Collins. Unpacks the guru industry and the fads and buzzwords of management to provide a critical-practical analysis, designed to allow readers to locate, to understand and to critique management fashion. Sep, 2000.
|
|
| Margaret Brindle, Peter Stearns. A look at fads in organizational management, shows how they develop and become accepted, and gives managers advice on resisting unproductive and wasteful fads, including those imposed on them by senior officials. May, 2001.
|
|
| Brad Jackson. Stimulates a much needed critical dialogue between practioners and academics about the sources of the underlying appeal of management gurus and management fashions, and their effect upon the quality of Management and organizational learning. May, 2001.
|
|
| Robert Birnbaum. Develops a model for understanding the life cycle of management innovations, including their creation, development, and eventual adoption or abandonment. Also explains the social and environmental factors that make institutions vulnerable to fads, plus the psychological issues that may lead academic managers to support failing fads. July, 2001.
|
|
International Council of Management Consulting Institutes.
Association of Management Consulting Firms.
Institutes of Management Consultants, USA.
The Management Consultancies Association UK.
Federation of European Consulting Associations.
Management Consultant Network International.
Canadian Association of Management Consultants.
Association for Management Education and Development
Institute of Management and Administration
|
|
College of Executive Coaching
International Coaching Federation
Academy of Executive Coaching
Coaching and Mentoring Network
Coaching Connection
Executive Coach Academy
Coaching.com One-minute Blanchard
Open Directory Project: Executive Coaching
|
The Executive Directions Digest is a periodic listing of
information and resources suitable for advanced professional, executive and
organizational development. There are no paid placements, all links and information are freely available
through public sources and search engines. Cientia is a simply a selective directory of
public domain files and may be used at your discretion. If you want further
information, or believe you receive this Digest in error and wish to unsubscribe, please
come here,
or
contact us.
|
