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Informationen zum Autor Paul H. Elliott, Ph.D., is the President and founder of Exemplary Performance, LLC, based in Annapolis, Maryland. Previously, he was a Fellow with Saba Software; President of Human Performance Technologies and Vice President of RWD Technologies. Throughout the course of Paul's consulting career, he has worked with leading companies including many Fortune 500 organizations.Alfred C. Folsom, Ph.D., is Vice President of Operations at Exemplary Performance, where he brings over 20 years of experience in the field of Human Performance Technology. Al's expertise is in the area of HPT and its specific application throughout the United States Coast Guard, where he recently retired as a Captain after 24 years of commissioned service. Klappentext When a company brings back the 'lessons learned' from a benchmarking experience, it is often difficult or impossible for the company to take what it has learned and implement these insights within its own culture. This book offers a more productive alternative to these benchmarking exercises. HR, OD, business leaders and their organizations will discover a proven methodology for building an ever-expanding pool of higher performing individuals and teams. The book clearly demonstrates how star performers are identified, what organizations need to do to capture the high performance attributes of these employees, and finally how to disseminate this valuable information so that other individual performers and teams can use it to boost their own performance. Zusammenfassung When a company brings back the 'lessons learned' from a benchmarking experience! it is often difficult or impossible for the company to take what it has learned and implement these insights within its own culture. This book offers a more productive alternative to these benchmarking exercises. Inhaltsverzeichnis Part One: Capturing Internal Benchmarks/Creating Profiles of ExcellenceChapter 1: Exemplary Performance - The Value PropositionChapter 2: What Makes Them Tick - How Exemplary Performers Consistently Exceed Expectations?Chapter 3: "A" Performers and "A" PositionsChapter 4: How do you Select Exemplary Teams and Individuals?Chapter 5: How do you Capture Internal Benchmarks?Part Two: Shifting the Performance Curve - Designing High Performance Work SystemsChapter 6: Execution: How to diffuse the Profiles of Excellence across the workforceChapter 7: You Get What You Expect and What You Inspect - Clarifying Expectations and Providing AccountabilityChapter 8: Getting Round Pegs in the Round Holes - Selecting and Assigning for SuccessChapter 9: Great Job! - Recognition and RewardsChapter 10: How to Succeed in Business by Really Trying - Motivation and Directed PracticeChapter 11: So That's How You Do It! - Just in Time Skills, Knowledge and ExecutionChapter 12: Barrier-Free Work Systems...
List of contents
Part One: Capturing Internal Benchmarks/Creating Profiles of ExcellenceChapter 1: Exemplary Performance - The Value PropositionChapter 2: What Makes Them Tick - How Exemplary Performers Consistently Exceed Expectations?Chapter 3: "A" Performers and "A" PositionsChapter 4: How do you Select Exemplary Teams and Individuals?Chapter 5: How do you Capture Internal Benchmarks?Part Two: Shifting the Performance Curve - Designing High Performance Work SystemsChapter 6: Execution: How to diffuse the Profiles of Excellence across the workforceChapter 7: You Get What You Expect and What You Inspect - Clarifying Expectations and Providing AccountabilityChapter 8: Getting Round Pegs in the Round Holes - Selecting and Assigning for SuccessChapter 9: Great Job! - Recognition and RewardsChapter 10: How to Succeed in Business by Really Trying - Motivation and Directed PracticeChapter 11: So That's How You Do It! - Just in Time Skills, Knowledge and ExecutionChapter 12: Barrier-Free Work Systems
