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GAP YOUR PROGRAMS: GENERATE AWESOME EMPLOYEE PERFORMANCE

Dr. Keith Fulthorp, Assistant Professor

California State University, Long Beach

Department of Recreation & Leisure Studies

1. Have you downloaded and printed a copy of your handouts?

2. Please sign in with your Agency Name and the number of people attending the webinar from your agency today.

3. Type the names of those wanting CEUs for this webinar with CEU after their name. (i.e.: Rex Forest, CEU)

IMPROVING EMPLOYEE PERFORMANCE

Dr. Keith Fulthorp- CSULB

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GENERATE AWESOME EMPLOYEE PERFORMANCE

Session Learning Outcomes1. Identify performance issues

that challenge your agencies2. Review Clark & Estes (2008)

Gap Analysis Framework3. Apply the Gap Analysis Model

to identified challenges

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IMPROVING PERFORMANCE:

Successful programs focus on closing the gap between goals and current

progress

= gap analysis 4

FROM YOUR PRE-WEBINAR ASSIGNMENT

Question #1 In your FEEDBACK BOX – Which of the following areas will MOST members

of your group target during today’s webinar?A. Work Teams/Employees/PersonnelB. Programs/Products/ServicesC. PromotionsD. Others

Refer to Question #4 of your pre-webinar assignment:In your chat box, list some ways

you CURRENTLY address these concerns… 5

GAP ANALYSIS PROCESS MODEL – CAUSES AND SOLUTIONS

Identify Intended

Performance Outcomes

Identify Actual Performance Outcomes

Determine Performance

Gaps

Knowledge/ Skill Solutions

Motivation Solutions

Organizational Solutions

Evaluate Results

Analyze Gaps/

Determine Causes

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Identify Intended

Performance Outcomes

Identify Actual Performance Outcomes

Determine Performance

Gaps(Knowledge Skills,

Motivation, Organization)

Knowledge/ Skill

Solutions

Motivation Solutions

Organizational Solutions

Evaluate Results

Analyze Gaps/

Determine Causes

MOTIVATIONAL GAPS & SOLUTIONS

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KNOWLEDGE & SKILL GAP

CAUSES Knowledge & Skill causes can be

identified wherever performance issues are related to:

Employees/volunteers not knowing HOW TO achieve a goal, or any aspect of a goal

Identified through ASKING your employees, team, etc.

Three Indicators of Knowledge & Skill Causes Communication IssuesProcedure IssuesExperience Issues

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KNOWLEDGE & SKILL GAPS

Stuck on an Escalator video clip http://youtu.be/oXCuGvsThEw

After watching the video discuss & share in your chat box…

• What knowledge and skill gaps were displayed by the people in the video?

• What knowledge and skill gaps have you seen with YOUR staff? 9

KNOWLEDGE & SKILL SOLUTIONS (CLARK & ESTES, 2008, P.63)

Four types of Knowledge & Skill solutions and when to use each type:

1. Not using relevant past experience that will achieve goals?

Information

2. Not enough relevant past experience but related expertise?

Job Aids

3. No experience or related expertise but routine procedure?

Training

4. Not prepared to anticipate or solve a novel future challenge?

Education 10

JOB-AIDS Job-aids are those checklists, reminders,

and notes you leave for employees to use in the course of their work

Take a few minutes to review some of the example job-aids (included as handouts for this webinar.)Use the Chat box to answer the following questions:

What kind of job-aids does your agency use?

Do your job-aids tell employees both WHAT to do and HOW to do the job

tasks? 11

TRAINING CHALLENGES

Poorly designed or delivered training can

make people perform WORSE after a training than before training

We often use “experts” to train our staff- meaning you have your “best” part time employee assist in the training of new employees Problem: “experts” have automatic knowledge

they forget to share with new employees 80-90% of what we know is automatic/unconscious Experts focus on the 10-20% that is conscious

when training new staff12

TRAINING SOLUTIONS

When training, structure and sequence job knowledge as the job is performed

The first step in accomplishing a job goal should be the first thing trainees learn, the second step, should be the second thing learned…etc, etc

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TRAINING TIPS?

Chat Box Question:

List the most effective training technique or tools

you have used in your trainings?

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Identify Intended

Performance Outcomes

Identify Actual Performance Outcomes

Determine Performance

Gaps(KS, M, O)

Knowledge/ Skill

Solutions

Motivation Solutions

Organizational Solutions

Evaluate Results

Analyze Gaps/

Determine Causes

MOTIVATIONAL GAPS & SOLUTIONS

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MOTIVATION GAPS

Active Choice

Mental Effort

Persistence

Increased Performance

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Making a choice and initiating action to pursue a goal

Actively working toward a goal As opposed to procrastinating,

avoiding, arguing or delaying

Not an intention to do something; active choice is an active pursuit of a goal

ACTIVE CHOICE

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Level of thinking involved in attaining a goal, or accomplishing a task Routine assignments = low mental effort

(automaticity) New/Novel challenges = high mental

effort

Determined by level of confidence Overconfidence = invest little mental

effort Under-confidence = persistence and

choice problems

MENTAL EFFORT

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Starting action, and continuing/sustaining action until goal is attained

Many employees are driven by multiple goals and deadlines

May start/stop multiple goals, and never “finish”

PERSISTENCE

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In your feedback box… When it comes to motivating your

employees, which of these Motivation Gap Causes seem to cause you the most challenge?

A. Active ChoiceB. Mental EffortC. PersistenceD. All of the above

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After watching the video discuss and share in your chat box…

In what ways can you change behavior by making the desired behavior “fun?”

INCREASING MOTIVATION – THE FUN THEORY VW The Fun theory video clip: Piano-Stairs http://www.youtube.com/watch?v=2lXh2n0aPyw

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Suggest reasons and values for performance goals Interest value

People will easily and quickly choose to do what interests them the most

Suggest connections between performance goals and volunteer’s interests whenever possible

Skill value Most people do what they believe will

challenge them Moderate level of challenge found to be

most motivating Utility Value

Focus on the benefits of finishing the task, not on lack of interest in the task

INCREASING MOTIVATION

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WHAT ELSE HAS WORKED FOR YOU? (THINK BACK TO FEBRUARY’S WEBINAR WITH CHRIS CHAMBERLAIN)

What else has worked for you when trying to

motivate your employees?

Share a few of your best ideas with the group via

the Chat Box

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ORGANIZATIONAL GAPS

Identify Intended

Performance Outcomes

Identify Actual Performance Outcomes

Determine Performance

Gaps(KS, M, O)

Knowledge/ Skill

Solutions

Motivation Solutions

Organizational Solutions

Evaluate Results

Analyze Gaps/

Determine Causes

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ORGANIZATIONAL GAPS & MANAGEMENT

The role and function of Municipal Managers (Parks, Recreation, Public Works, Public Safety, etc.) requires an understanding of

the complex relationships and

structures that make up organizations.

Work Processes

Culture

Change26

CHANGING WORK PROCESSES

Redesigning work processes can lead to increases in performance

Must also accompany appropriate adjustments in knowledge, skills, and motivation of employees

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ORGANIZATIONAL PROCESSES

Be aware that change in one division, department, process may be causing performance problems in another division, department, or process

When developing solutions to organizational performance gaps related to processes, be sure to examine the impact the solution has based on systems approach

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WHEN ALL YOU HAVE IS A HAMMER…

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MATERIAL RESOURCES

Managers often overlook the design and availability of material resources as a potential cause of performance gaps

To what extent is the availability and design of material resources available to employees causing poor performance? Tools- (using a “shovel” instead of a

“rake?”) Equipment- (after school rec program

with none?) Supplies- (arts & crafts requirement

with no supplies?)

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CULTURE AND PERFORMANCE

“Culture is a powerful force in performance and a difficult characteristic to identify and influence” (p.108).

Organizational Culture

Individuals

Groups

Environment

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WHAT’S YOUR ORGANIZATIONAL CULTURE? AFTER WATCHING THIS VIDEO...(HTTP://WWW.YOUTUBE.COM/WATCH?V=MGPWBKPJDTI)

In your chat box, how would you describe the culture of the

organization in the video?

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DOES ORGANIZATIONAL CHANGE “WORK?”

A quick example from Amazon.com

Clark & Estes suggest that “the best evidence would

support the generalization that nearly all available organizational development and change

processes fail 2 out of every 3 times” (p.115)

45,044 Results!!!

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FACTORS THAT SUPPORT SUCCESSFUL CHANGE EFFORTS

1. Have a clear vision, goals, and ways to measure progress

2. Align structures and processes of the organization with goals

3. Communicate constantly and candidly to those involved about plans and progress

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FACTORS SUPPORTING CHANGE

4. Top management must be continually involved in the improvement process

5. Provide adequate knowledge, skills, and motivational support for everyone

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EVALUATING GAP SOLUTIONS/RESULTS

Identify Intended

Performance Outcomes

Identify Actual Performance Outcomes

Determine Performance

Gaps(KS, M, O)

Knowledge/Skill

Solutions

Motivation Solutions

Organizational Solutions

Evaluate Results

Analyze Gaps/

Determine Causes

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CLARK & ESTES LEVELS OF EVALUATION

•Are participants motivated by program?•Do participants value the program?Reactions

•Effectiveness during program?•Changes in knowledge, skill, motivation?

Impact During Program

•Does program continue to be effective?•Is new knowledge, skill, motivation apparent?

Transfer of learning

•Has transfer of learning led to closing the gap?Bottom Line 37

Make and Take GAP Form:

In your work teams, or individually clarify the

Employee, Program, Area, etc. you’d like to see

improve.

1.State Intended Goals

2. Measure Actual Outcomes3. Describe (as behaviorally

specific as possible) what you WANT to be happening.

4. Describe what is ACTUALLY happening

5. Determine Gap Causes1. Knowledge & Skill?2. Motivation?3. Organizational?

6. Target Gap Solutions7. Measure Results

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Make and Take GAP Form:

In your work teams, or individually clarify the

Employee, Program, Area, etc. you’d like to see

improve.

1. State Intended Goals - Identify an area to target performance improvement

2.Measure Actual Outcomes

3. Describe (as behaviorally specific as possible) what you WANT to be happening.

4. Describe what is ACTUALLY happening

5. Determine Gap Causes1. Knowledge & Skill?2. Motivation?3. Organizational?

6. Target Gap Solutions7. Measure Results

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Make and Take GAP Form:

In your work teams, or individually clarify the

Employee, Program, Area, etc. you’d like to see

improve.

1. State Intended Goals - Identify an area to target performance improvement

2. Measure Actual Outcomes 3. Describe (as

behaviorally specific as possible) what you WANT to be happening and what is ACTUALLY happening (GAP)

4. Determine Gap Causes1. Knowledge & Skill?2. Motivation?3. Organizational?

5. Target Gap Solutions6. Measure Results

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Make and Take GAP Form:

In your work teams, or individually clarify the

Employee, Program, Area, etc. you’d like to improve.

1. State Intended Goals - Identify an area to target performance improvement

2. Measure Actual Outcomes 3. Describe (as behaviorally

specific as possible) what you WANT to be happening and what is ACTUALLY happening (GAP)

4.Determine Gap Causes1. Knowledge & Skill?2. Motivation?3. Organizational?

5. Target Gap Solutions6. Measure Results

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Make and Take GAP Form:

In your work teams, or individually clarify the

Employee, Program, Area, etc. you’d like to improve.

1. State Intended Goals - Identify an area to target performance improvement

2. Measure Actual Outcomes 3. Describe (as behaviorally

specific as possible) what you WANT to be happening and what is ACTUALLY happening (GAP)

4. Determine Gap Causes1. Knowledge & Skill?2. Motivation?3. Organizational?

5.Target Gap Solutions

6. Measure Results

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Make and Take GAP Form:

In your work teams, or individually clarify the

Employee, Program, Area, etc. you’d like to improve.

1. State Intended Goals - Identify an area to target performance improvement

2. Measure Actual Outcomes 3. Describe (as behaviorally

specific as possible) what you WANT to be happening and what is ACTUALLY happening (GAP)

4. Determine Gap Causes1. Knowledge & Skill?2. Motivation?3. Organizational?

5. Target Gap Solutions

6.Measure Results

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FEEDBACK PLEASE…

HOW STRONGLY DO YOU AGREE WITH THIS STATEMENT?

“As a result of this webinar, I plan to use the GAP system to

improve performance or quality at my agency.”

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WHERE WILL YOU GO FROM HERE?

In the chat box…Please list your favorite

ideas or strategies you gained from this webinar.

SESSION SUMMARY

Performance issues stem from: Knowledge & Skill; Motivation & Organizational

causes Measure where you are (goals) with where you’d

like to be (goal achievement) Implement improvement programs that are

research based and proven to increase performance

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NEXT MONTH’S WEBINAR…

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Make and Take Contracting and Outsourcing ServicesAt some point every park and recreation

agency, has or will deal with questions (Should we or shouldn’t we?) regarding outsourcing services and creating more successful contracts.

Invite commissioners, finance, planners and administrators to this must-attend session.

Craig Bronzancbronzan@ci.brentwood.ca.us

CONTACT INFORMATION

Dr. Keith Fulthorp, Ed.D.Assistant ProfessorCalifornia State University, Long BeachDepartment of Recreation & Leisure Studies1250 Bellflower Blvd. Long Beach, CA 90840

Keith.Fulthorp@csulb.edu

www/csulb.edu/rls48