Pat Griffin: Dale Carnegie
Pat has been actively engaged in helping organizations achieve greater success through the transformation of their people for almost two decades. He is a Dale Carnegie Master Trainer who helps organizations deliver measurable impact on strategic initiatives.
Pat has extensive experience with manufacturing and engineering firms due to his previous career in those industries. He helps leaders zero in on process improvement and how the human side of that effort plays a significant role in its success or failure. Today he's Chief Relationship Officer at Dale Carnegie of Western New York.
In this conversation, Pat and I discuss how managers can get alignment with employees about the key outcomes of their jobs. Pat invites us to create a Performance Results Description document, align with employees on the results, and then use it for tracking ongoing. Done well, this allows managers to influence better outcomes and provides more clarity for employees on where to place effort for results.
- Move past conversations about simply activities and towards conversations about outcomes.
- Documenting performance management helps create clarity for all parties on the results that are most critical.
- Managers and employees should work together to create a Performance Results Description (PRD) that captures the ideal results of the role.
- Within the PRD, Pat suggests that we identify 5-6 Key Result Areas (KRAs) and prioritize them. Example key result areas could be: quality control, new business development, cost analysis, customer evaluations, staffing, etc.
- Each Key Result Area (KRA) has at least one, and often more than one, performance standard. This is where specific metrics for outcomes can be tracked. An example is: “25% of sales revenue this year was generated from new customer accounts.”
Example section of a Performance Results Description (PRD):
Key Result Area (KRA): Staffing
Performance Standard #1: 25% of external applicants this year self-identify into an underrepresented group, as defined by our companies diversity and inclusion initiative.
Performance Standard #2: Two thirds of open requisitions assigned this year are filled within 90 days of posting.
Performance Standard #3: Recruiting events are scheduled with at least two universities this year where existing partnerships were not already in place.
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