PERFORMANCE: A Viewpoint

In sports, there is the luxury of playing the top performers and letting the second string and rookies wait, watch, and learn while on the bench.

In business, that luxury usually does not exist. The whole team plays! No one sits!

Therefore, it is important to select the best based on specific requirements; coach and develop for performance improvement; and, drop those who will not perform to the team's expectations.

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CALIFORNIA EMPLOYERS:

CALIFORNIA LAW, AB 1825, requires all employers with 50 or more employees, including temporary employees and contract personnel, to put all supervisory employees through at least two hours of sexual harassment prevention training by January 1, 2006. New supervisory employees must participate in this training within six months of their assumption of supervisory positions.

Are you in compliance? Lawsuits are expensive!

WORKSHOPS for new Supervisors or experienced Managers ********** -DOCUMENTING PERFORMANCE leads to improved FEEDBACK- -FEEDBACK has a direct impact on PRODUCTIVITY and RETENTION- Measuring OBJECTIVE Performance DOCUMENTING for Performance Improvement FEEDBACK: Communicating for Effective Performance

"My mission, my men, myself. . ." Can the U.S. Army's Leadership Principles--the core curriculum for Officers and NCOs--be used as a basis for corporate leadership development?
GO ARMY Principles

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BRIEFLY

Attention: MANAGERS/SUPERVISORS (January, 2006)

¸ Findings by the University of Buffalo's Research Institute on Addictions, reported in the Journal of Studies on Alcohol, are that 7% of American workers drink during the workday--mostly at lunch--and that 9% have nursed a hangover in the workplace. Young single men are tied most often to workplace-related drinking, especially managers, salespeople, restaurant workers, and those in the media.

¸ A RAND study found that active duty troops who often put in longer work hours than normal--either at a desk or in combat--feel greater stress. Note that as those stress levels about their workdays rise, their inclination to re-enlist slips. Members of the military say that they are more likely to think twice about re-enlisting because of consistently long, work hours, not the prolonged deployments or life-threatening combat duty.

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Randstad’s© 2004 Employee Review:

The Director of jobPerformance.com is Dr. Richard Zuromski. Richard uses a competency-based consulting approach in the areas of human resources; performance improvement; succession planning/leadership development; process re-engineering; and dealing of change. In addition to his consulting, he is an arbitrator for the Ventura County (CA) Bar Association and an adjunct faculty member at UCLA teaching in the Human Resources program. Currently, Richard is a visiting professor at California State University, Northridge, where he is teaching Management Principles and Employment Practices/Law.

Richard led workforce planning, employee relations, and management/employee development while with Unisys/Burroughs/System Development Corporation in the computer sector. He led Texaco training and organizational development as president of Texaco Western University, focusing on leadership development; change and performance initiatives; and, competency-process development for marketing, manufacturing, engineering, and distribution. Richard helped organize nationwide leadership and operations training for Public Storage and recently completed a major customer-focused program for Best Buy, Inc. He has assisted companies by measuring the cost effectiveness of Human Resource processes.

Richard holds a Ph.D. in Technical/Industrial Education (with Management and Organizational Development as his supporting study) from the University of Connecticut, and degrees from Bryant College (now University) and the University of Rhode Island. A New England native, he currently resides in southern California.