Implementing Adaptive Performance Management

Name: Implementing Adaptive Performance Management
Author: William B. Luton

Implement an adaptive performance management plan.

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Course: On-Demand

(upbeat music) Here, you'll learn how to align team and individual goals with broader organizational goals in the context of adaptive performance management. We'll also explore the importance of recognizing strong and poor performance by sustaining positive performance, and mitigating and redirecting negative performance. Then we'll go over the challenges and criticisms of adaptive performance management, and talk about best practices for implementing it in your organization. Let's take a greater focus on the A in the maps approach, aligning. The heart of adaptive performance management is aligning what your employees are doing with the expected outcomes of your organization. Once you are aware of your subordinates tasks and behaviors, you can begin to understand how well they fit into what's needed at the organizational level. This means that when people begin to understand how their own work behaviors fit into larger organizational goals, they're much quicker to adapt their behaviors so that the organization's needs can be met. Let's look at some soccer players to illustrate. Their job is to fill strategic places in the open field, so the player with the ball can find an open player downfield to advance the ball. Getting in scoring position could present a major problem if the job isn't done right, because offensive players are ganging up around the ball. This stops the team from scoring points if they are unable to get open and provide the opportunity for the passer to deliver the ball. Players downfield may need to adjust their behaviors and tasks with more practice or better practice habits. Simply putting more offensive players into the field to help back up the downfield players and disrupt the defense is something that could make a bigger short-term difference for the offense. In this case, the behavior of the players waiting for a pass isn't causing the lack of performance, it's the failure of their fellow offensive players to help them get and stay open long enough to receive passes and advance the ball. In short, if the players are spending all their time in ganging around the ball, it's only delaying the inevitable unsuccessful play. If those same players are redirected to help downfield players get open instead, it could fix the problem. The same thing applies in a business where workers aren't performing to their full potential, but don't exactly need behavioral change in order to solve the problem. If the company requires that employees provide all the support for senior leadership, and the employees can openly share that providing that support hurts their own productivity, it will be problematic for the organization as a whole. This kind of situation makes it difficult for employees to meet their own performance targets and goals because they are always too tied up supporting people higher up in the organization. The problem is that the employees aren't meeting their targets. The major behavioral change needed could be a transparent and open culture that finally allows senior leadership to see that providing dedicated support staff for themselves will allow them to achieve their performance goals and targets as usual. This will also free up the employees to meet their own performance goals and targets, since they can now focus more on achieving them. Sometimes the behaviors that need to be changed have nothing to do with bad performance or even good performance. In this businesses case, there needed to be a cultural change in behavior across the board to solve the performance issue. In the soccer example, it's entirely possible that the very same cultural behavior change among position coaches and players could have resulted in that same realization. The key concept here is making sure the correct behavior and tasks for both, individuals and teams are properly aligned with organizational goals to bring about the best results. To do this, examine everyone's behaviors to determine what really needs to change. Figuring out what really needs to change happens much more quickly and easily in an open and transparent company culture.

Intermediate Provider : William B. Luton 4 Lessons · 12m in Arabic, German, English, Spanish, French, Portuguese, Chinese

Course Description

In this module, you’ll pull together the elements of performance evaluation and management, a culture of transparency, and the building blocks of adaptive performance management. You’ll learn about dealing with good and bad performance, including how to mitigate poor performance and how to sustain good performance. Finally, you’ll learn about some challenges, criticisms, and best practices of adaptive performance management.

What You'll Learn

Align team and individual goals with the organization's goals
Reward good performance, identify bad performers, and sustain optimal performance
Leverage trust, transparency, and consistency to create buy-in that sustains optimal performance
Address the challenges and criticisms of adaptive performance management
Apply best practices to adaptive performance management

Key Takeaways

Adaptive performance management brings together performance evaluation, a culture of transparency, and the building blocks of an adaptive model.
Effective performance management involves both mitigating poor performance and sustaining good performance.
Trust, transparency, and consistency help create the buy-in needed to sustain optimal performance.
Aligning individual and team goals with organizational goals is a core element of the adaptive performance management model.
Adaptive performance management has challenges and criticisms that can be addressed through best practices.

Frequently Asked Questions

What does this module cover?

It pulls together performance evaluation and management, a culture of transparency, and the building blocks of adaptive performance management, including dealing with good and bad performance and the challenges, criticisms, and best practices of the approach.

How does the course address poor and good performance?

It teaches how to mitigate poor performance and how to sustain good performance, covering the role of rewarding good performance and addressing the shortcomings of poor performance within an adaptive performance management model.

What role do trust and transparency play in this course?

The course shows how to leverage trust, transparency, and consistency to create buy-in that sustains optimal performance.

What topics are included in the lessons?

The lessons cover aligning team and individual goals with organizational goals; rewarding good performance, identifying bad performers, and sustaining optimal performance; challenges, criticisms, and best practices; and a Test Your Knowledge assessment.