Description
Book SynopsisJason Lauritsen is a global speaker, author, and advisor on employee engagement, workplace culture and performance management. Prior to this, he was the Director of Best Places to Work at Quantum Workplace and VP of Human Resources at Union Bank and Trust. He is also the North American Advisor for The Employee Engagement Awards, the first global awards to recognize excellence in employee engagement.
Trade Review"In
Unlocking High Performance, Jason Lauritsen greets us with a hopeful, affirming message: work can be much better - more challenging and more fulfilling - if we do things a bit differently. He shows how common practices like annual performance appraisals may be holding you back - and how you can improve employee engagement and bring excitement and productivity back to the workplace." * Daniel H. Pink, author of When and Drive *
"Jason captures the ways in which organizations can help employees find meaning in their work by building stronger relationships and creating a workplace culture grounded in trust, respect, recognition, and humanity. If you want to inspire and motivate your employees to do the best work of their lives, then you should read this book." * Derek Irvine, Head of Strategy and Consulting, Globoforce *
"Jason understands the interworking of even the most complex organizations and cuts to the heart of the matter - life is about relationships and work is no exception." * Ryan Picarella - President, The Wellness Council of America (WELCOA) *
"
Unlocking High Performance is a field manual for leaders and HR practitioners seeking to create workplaces that attract, retain and develop the talent required by any successful and competitive business. Leaders can always choose to do the hard work to get it right. Reading this book is a great way to either begin or remain on that path." * Joni Thomas Doolin, Founder & CEO, People Report & TDn2K *
"Jason Lauritsen shows you how to deliver on the original promise of performance management. It's not about bureaucratic documentation; it's about making work better and creating better workers." * David Burkus, author of Friend of a Friend and Under New Management *
"Performance management has failed because its view of what makes people successful is far too limited. Jason takes a much more expansive and holistic view and shows how it is truly possible for people to love their work and flourish, so their employers can grow and thrive as well." * Steve Smith, Partner, The Starr Conspiracy *
Table of Contents
- Section - ONE: Work is broken and employees are paying the price;
- Chapter - 01: The shortcomings of ‘best practice’ and traditional performance management;
- Chapter - 02: Work is a relationship, not a contract;
- Chapter - 03: Rethinking performance management;
- Section - TWO: Performance planning;
- Chapter - 04: Creating clear expectations and goals;
- Chapter - 05: Defining behavioural expectations;
- Chapter - 06: Putting the 'why' and 'how' in expectations;
- Section - THREE: Performance cultivation;
- Chapter - 07: Motivation;
- Chapter - 08: Recognition and appreciation;
- Chapter - 09: Wellbeing and inclusion;
- Chapter - 10: Removing obstacles;
- Section - FOUR: Performance accountability;
- Chapter - 11: Fixing feedback;
- Chapter - 12: A new approach to feedback;
- Chapter - 13: Measurement and ratings;
- Chapter - 14: The role of reflection;
- Chapter - 15: Confronting performance issues;
- Section - FIVE: Building a sustainable and effective performance management system;
- Chapter - 16: Making immediate improvements;
- Chapter - 17: Getting buy-in for change and recruiting a design team;
- Chapter - 18: The design process and avoiding the best practice trap;
- Chapter - 19: Developing and testing your performance management system;
- Chapter - 20: Implementation your new performance management system
