Welcome

- Performance management has been with us a long time, since the days of pyramid building, Roman armies, and china shops. As we moved into the industrial age, performance management became about monitoring and controlling worker activity. Companies engaged in what was known as scientific management. They identified specific employee tasks and then graded employees annually on a scale of one to five to see how well they followed the instructions.

Along with that managerial control came promises to employees of long-term employment, healthcare, and retirement benefits. The catch 22 today is the employee you can control is an employee you don't want working for you. Find yourself trying to control employee performance and they'll also expect you to take care of them. It's a parent trap. And I don't know about you, but I've got enough kids to worry about.

But really, it's more than that. The old methods of performance management just don't work with today's worker. It's one reason why companies are seeking new solutions. Results from an independent survey of some 500 HR executives, which was commissioned by BetterWorks, an online performance management platform, included the fact that some 99% of HR executives say they're committed to revamping some or all of their performance management process.

Welcome, I'm Don Phin. I'm an employment law attorney, a consultant, and an executive coach. I've seen what managers can do to improve performance and sabotage it too. The pressure on managers to help improve their employees' performance is greater than ever. We have flattened organizations with fewer managers per employee. We have a shortage of skilled labor. We have Millennials entering into the workforce and Boomers aging out of it.

What's more, we have shorter attention periods, which means we often find employees leaving us just as we finally get them up to speed. What can we do to really manage and improve employee performance? Well in this course I'm going to show you how to clarify expectations, both your employees' expectations and yours, improve your time management and delegation skills, motivate and engage employees, recognize and reward performance, and appropriately manage poor employee performance.

Mastering performance has its personal rewards. As John D. Rockefeller once said, "I will pay more for the ability to handle people "than for any other talent under the sun." So if you're ready, let's get started.