TM - June 2008 - (Page 12) [human performance] by Harold D. Stolovich, Ph.D., CPT W W Vision Vision and Values for the Performance Professional hether or not your title includes the word “performance,” if your work consists of helping organizations achieve results through people, you require a clear vision and set of professional values to direct what you do. These help you avoid pitfalls many workplace situations present. They form a foundation for actions and decision making. welfare and success of those we serve, confidence in our recommendations grows. When we demonstrate fiscal prudence, the trust level skyrockets. • We provide greater value than our cost. Clients almost always fixate on price. Our job is to allay such concerns by demonstrating the high return on investment we offer. The good news is small changes in performance usually result in very high yields. • We perform our services in partnership with our clients in a nonthreatening manner. By stressing partnership, we share in accountability. We also continuously strive to make our clients shine. Our role is that of supporter, never competitor. a never-ending relationship, we gain far more when those who no longer require our services enthusiastically recommend us to others. They are our best form of advertising. • We accept responsibility. We allow ourselves to receive congratulations for our successes because we are prepared to live with the consequences of our failures. This requires no additional comment. It expresses responsibility and self-assurance. • We welcome challenges that allow us to stretch and expand our competencies. Through our courage to undertake new ventures that naturally extend our professional repertoire, we continuously improve our ability to help our clients. Our growth is one of mutual benefit. The performance professional first and foremost must have the opportunity to work. The vision, therefore, should be a simple one aimed at accomplishing this. Here is one: “To be the professional choice of those seeking to improve human performance that results in the successful achievement of organizational goals.” The organization When we demonstrate or one of its components concern for the welfare seeks a desired level of and success of those we performance. In your vision statement, you serve, confidence in our are the professional to recommendations grows. whom it immediately turns. • We apply only the highest standards of ethical and Values professional conduct in our As you read through the following work. This is what keeps us value statements and comments, picalive from project to project. ture how each might play out for you There is no compromise here. and your team in a work setting. There are too many opportuni• Our clients are professional ties to get sucked into the polifriends. Performance profestics and belief systems of others. sionals operate in partnership Our protection is our ethics and with clients. Positive relationirreproachable conduct. ships create trust and open com• Our professional practice is munication. We don’t have to go based on science and trustto the cinema together on Saturworthy evidence. We draw day nights. We do have to collabfrom empirically demonstrated orate for success. The pleasure of findings and credibly derived working together increases the data to make decisions. Chasing likelihood of this happening. fads and unproven enthusiasms • We are fully committed to our is a sure way to lose credibility. clients’ best interests. We ad• Our aim is to build maximum dress their needs with the most client self-sufficiency, not concost-effective solutions. When sultant dependency. No matwe demonstrate concern for the ter how tempting it is to create About the Author Harold D. Stolovitch, Ph.D., is a principal of HSA Learning & Performance Solutions LLC and is an emeritus professor of instructional and performance technology at the Université de Montréal. He can be reached at editor@talentmgt.com. • We treat commitments, promises and professional relationships as sacred trusts. This final statement speaks to integrity. Once lost, it can never be regained. Integrity is the mark of the true professional. We are what we do? We are judged by our actions. Whether you adhere to the vision and values presented above or to others that encompass competence, honesty, caring and sound conduct, your work as a performance professional is strengthened. The result is success for you and the organizations you serve. 12 June 2008 talent management magazine www.talentmgt.com http://www.talentmgt.com
Table of Contents Feed for the Digital Edition of TM - June 2008 TM - June 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The New Components of Compliance Candid Culture: Embracing Employee Complaints Transitioning to a New Era: C&B at Nonprofits Three Ways to Build Successful Manager-Employee Relationships Implementing Successful Learning Programs The Succession Fix Fifth Third Bank: Putting People First Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu Workforce Readiness: Preparing Personnel to Meet Business Goals Kelley Blue Book: Writing the Book on Performance Management Advertisers’ Index Editorial Resources Full Potential TM - June 2008 TM - June 2008 - (Page Intro) TM - June 2008 - TM - June 2008 (Page Cover1) TM - June 2008 - TM - June 2008 (Page Cover2) TM - June 2008 - TM - June 2008 (Page 3) TM - June 2008 - Editor’s Letter (Page 4) TM - June 2008 - Editor’s Letter (Page 5) TM - June 2008 - Editor’s Letter (Page 6) TM - June 2008 - Editor’s Letter (Page 7) TM - June 2008 - Editor’s Letter (Page 8) TM - June 2008 - Contents (Page 9) TM - June 2008 - Contents (Page 10) TM - June 2008 - Contents (Page 11) TM - June 2008 - Human Performance (Page 12) TM - June 2008 - Human Performance (Page 13) TM - June 2008 - Leading Edge (Page 14) TM - June 2008 - Leading Edge (Page 15) TM - June 2008 - Foundations (Page 16) TM - June 2008 - Foundations (Page 17) TM - June 2008 - The New Components of Compliance (Page 18) TM - June 2008 - The New Components of Compliance (Page 19) TM - June 2008 - The New Components of Compliance (Page 20) TM - June 2008 - The New Components of Compliance (Page 21) TM - June 2008 - The New Components of Compliance (Page 22) TM - June 2008 - The New Components of Compliance (Page 23) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 24) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 25) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 26) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 27) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 28) TM - June 2008 - Candid Culture: Embracing Employee Complaints (Page 29) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 30) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 31) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 32) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 33) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 34) TM - June 2008 - Transitioning to a New Era: C&B at Nonprofits (Page 35) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 36) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 37) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 38) TM - June 2008 - Three Ways to Build Successful Manager-Employee Relationships (Page 39) TM - June 2008 - Implementing Successful Learning Programs (Page 40) TM - June 2008 - Implementing Successful Learning Programs (Page 41) TM - June 2008 - The Succession Fix (Page 42) TM - June 2008 - The Succession Fix (Page 43) TM - June 2008 - The Succession Fix (Page 44) TM - June 2008 - The Succession Fix (Page 45) TM - June 2008 - The Succession Fix (Page 46) TM - June 2008 - The Succession Fix (Page 47) TM - June 2008 - The Succession Fix (Page 48) TM - June 2008 - The Succession Fix (Page 49) TM - June 2008 - Fifth Third Bank: Putting People First (Page 50) TM - June 2008 - Fifth Third Bank: Putting People First (Page 51) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 52) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 53) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 54) TM - June 2008 - Zaxby’s: Making Employees’ Jobs as Palatable as Its Menu (Page 55) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 56) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 57) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 58) TM - June 2008 - Workforce Readiness: Preparing Personnel to Meet Business Goals (Page 59) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 60) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 61) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 62) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 63) TM - June 2008 - Kelley Blue Book: Writing the Book on Performance Management (Page 64) TM - June 2008 - Editorial Resources (Page 65) TM - June 2008 - Full Potential (Page 66) TM - June 2008 - Full Potential (Page Cover3) TM - June 2008 - Full Potential (Page Cover4)
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