Performance Management for Agile Organizations

Dr Tim Baker is a thought leader, international consultant and successful author. Tim was recently voted as one of The 50 Most Talented Global Training & Development Leaders by the World HRD Congress which is awarded by a distinguished international panel for professionals "who are doing extraordinary work" in the field of HRD. He is the author of The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment Relationship (Australian Academic Press, 2009), The End of the Performance Review: A New Approach to Appraising Employee Performance (Palgrave Macmillan) and Attracting and Retaining Talent: Becoming an Employer of Choice (Palgrave Macmillan), The New Influencing Toolkit: Capabilities for Communicating with Influence (Palgrave Macmillan), Conversations at Work: Promoting a Culture of Conversation in the Changing Workplace (co-authored with Aub Warren) (Palgrave Macmillan), and The End of the Job Description: Shifting From a Job-Focus To a Performance-Focus (Palgrave Macmillan). Tim has conducted over 2,430 seminars, workshops and keynote addresses to over 45,000 people in 11 countries across 21 industry groups and regularly writes for HR industry press. Tim can be contacted at tim@winnersatwork.com.au.

• Part I: The Agile Enterprise.- 1. Profit measures the past – Agility predicts the future.- 2. The characteristics of agility.- 3. Seven dimensions of agile performance.- Part II: Myths Blocking Agile Performance.- 4. Management Myth # 1—Job specification improves performance.- 5. Management Myth # 2—Quality systems and processes guarantee good outcomes.- 6. Management Myth # 3—The job description helps the employee understand their organizational role.- 7. Management Myth # 4—A business is best organized around functions.- 8. Management Myth # 5—A satisfied employee is a productive employee.- 9. Management Myth # 6—A loyal employee is an asset to the business.- 10. Management Myth # 7— A technically superior workforce is a pathway to a high performing business.- 11. Management Myth # 8—Employees can’t be trusted with sensitive information.- Part III: The Right Culture for Agile Performance.- 12. A new psychological contract for managing agile performance.