What key components make up a successful performance management model?
There are three major components in a successful performance management model:
- Highly-defined and regularly-updated roadmaps
- Training and frequent follow-up
- The benefits of a highly-knowledgeable consultant
These are explained below:
Highly-defined and regularly-updated roadmaps: Professional Growth Systems delivers visual tools that show you, at a glance, each step that must be taken in your particular performance management model. They also show you, at a glance, who is to take that step, and when it is to be taken.
“The idea of having a clearly-defined path to take, responsibilities assigned, and an understanding of which team member is going to take responsibility for it. That’s very appealing to me.”
— Banks Warden
Executive Director
Vaccine and Infectious Disease Institute
Fred Hutchinson Cancer Research Center
Seattle, WA
Training and frequent follow-up: Throughout each step of the process, PGS offers the learning experiences you and your team need to get your results. We present them with a variety of learning aids, and we do frequent follow-ups. We don’t just hand you a book and say goodbye. That’s one of the main reasons we can achieve extraordinary results with our clients.
The benefit of highly-knowledgeable consultant-trainers, who have combined experience of more than 50 years working with companies of all sizes and types, throughout the United States. That means reduced risk and enhanced speed and certainty.
Proprietary, specialized tools in our performance management model toolbox:
Vision Navigation® — A strategic plan you can see
We call our approach to defining a strategic plan Vision Navigation®, because you navigate it, visually. You’ll know what you need to do, who must perform the steps, and when the step must be accomplished. You get a defined path to the long-term goals your organization needs to increase its profitability. In short, you get a strategic plan you can actually use.
“Paradigm shift — from ‘we are what we are’ to thinking ‘we are what we want to be.’ Moving forward rather than standing still. Helped us move closer towards realizing our organizational potential....”
— Vision Navigation® Participant
Corporate Programs
University of Alaska
Learn more about Vision Navigation®
Process Improvement – Business processes that improve business
77 percent of non-PGS projects fail. Did you know that studies indicate that only about 33 percent of initiatives to change business processes are successful? Why? One typical reason is that leaders failed to discover — at the outset — whether or not their organization or subgroup was prepared to undertake change — successfully. There are other reasons.
“Once you get the employees buyoff, it’s much easier. Anybody can come in and say, ‘This is what you need to do to cut your time in half.’ But if you don’t have the buy-in of the employees doing the job — if they’re not convinced it will work — it won’t work. PGS actually got a large group of employees involved and they became the ones driving the change process. [They] got them excited and convinced them it was a good thing to do.”
— Dave Squier
Vice President of Cargo Services
Northern Air Cargo
Learn more about Process Improvement
Dynamic Planning™ — Your path to project success
Project-planning with a roadmap of who does what and when. The Dynamic Planning™ (project planning) process ensures project success. It eliminates lost revenues, morale problems, and other frustrations that are often associated with planning larger projects. Dynamic Planning™, from PGS, produces results because it elicits information and participation — in a non-threatening way — from all stakeholders. That causes the discovery of often critical components that other processes don’t uncover.
Example: A major oil company had been trying to solve the problem of a large pump station breaking down frequently. Three other consulting firms had tried to help the company solve the problem — to no avail. PGS took on the project and, in three days, it had shown the company how to eliminate the pump station breakdowns, saving an estimated $100,000,000.
“What’s really different I think, and what works really well, is that they walk you through what it will look like when you’re finished. How will it feel. Getting the whole group involved. It’s not a traditional project planning method. It’s a method that really helps you know what your end result is going to be. With this plan, I would have it up on my wall, and every day I could look at it. It was just a really good way to look at the whole project in one glance.”
— Elizabeth Woodyard
(at time of this project):
Chief Nursing Officer
Fairbanks Memorial Hospital
Fairbanks, AK
(currently):
CEO
Banner Lassen Medical Center
Susanville, CA