Evaluating the success of coaching,event management degree newcastle,teamwork training exercise names - PDF Review

Readers of Stumbling on Wins would note that Bradbury’s results for baseball are quite similar to what we reported for the NBA.
Only a few coaches actually make their players individual production rise in a statistically significant fashion.
The graph that follows contains every player season for every team since 1978 for the National Basketball Association with greater that 100 Minutes Played. In essence this is a graph of a player’s perceived value in the eyes of their coach (as represented by the minutes played per game) and their actual value (as represented by their actual productivity in WP48 using the new wins produced model). The Lakers, Suns, Celtics, Heat and Hawks have done the best job at getting the most out of their rosters.  These are all perennial playoff contenders so this is not really surprising (although Phoenix is about to crash hard). The Twolves did the best last season and this bodes well for their dark horse hopes this year .
Utah seems to have lost their way after loosing Jerry Sloan and with the upheaval in their front office after being a model franchise for decades at playing the right guys.
The Pacers, Thunder and Magic all posted uncommonly good years for them last year and a regression to the mean may be coming. The Wizards lost their mind a bit the last two years at 30 for the last two years under Flip Saunders. Since you are regressing wins produced against minutes, wouldn’t coaches with less productive players look much worse than they perhaps deserve? For instance, someone on the Pistons has to play point guard, and all our options are pretty bad, thus even if the coach picks the best player, he will look bad, because player is bad even if he is the best option on the team. I think it would be more beneficial to drill down further into line-up optimization and allocation. Second, on your MPG vs WP48 chart, what would be an expected R^2 given the distribution of talent among and within teams?
Regarding Mike Brown in LA: often coaches leave at the same time key players leave or because they were doing a poor job. I wonder how big is the difference between the best, the average and the worst coach in the league typically. I will never understand Jim O’Brien being on the list of coaches that improves his players.
I have though about doing that but I’d need to write code to simulate the average minute allocation.
The key is the preponderance of evidence over long streches of time for guys like Phil and Sloan.
Also, if you are looking at a coach’s allocation of minutes team-by-team, that still leaves the issue of what we should expect a coach to do given then distribution of talent within a team on a positional basis.
Your method of evaluation asks the coach to just look at WP48 and ignore position – he should be playing the players with the top WP48 the most minutes.
How can players improve their first season with Zeke & Chris Ford AND their first season without them. Koufos is another, yeah he was going to get minutes ahead of Boozer, Okur & Millsap on a team with the 6th highest payroll in the league. Companies worldwide are questioning their forced-ranking, rigid rating systems and once-a-year appraisal processes. Today’s widespread ranking- and ratings-based performance management is damaging employee engagement, alienating high performers, and costing managers valuable time. Only 8 percent of companies report that their performance management process drives high levels of value, while 58 percent said it is not an effective use of time. Leading organizations are scrapping the annual evaluation cycle and replacing it with ongoing feedback and coaching designed to promote continuous employee development. Traditional performance management —the annual process of rating employees’ performance and ranking them against their colleagues—is widely considered to be broken.
These “forced curve” evaluations became popular under the influence of the GE model during Jack Welch’s tenure, but they were originally conceived around the turn of that century—the turn of the 19th to the 20th century, that is. In addition, today’s business climate and business priorities seldom follow the annual evaluation cycle. Many of today’s employers understand that it is time to reassess their performance management systems.
In a world where employee retention and workforce capability are significant indicators of business success, the performance management process should focus on continuous coaching and development, rather than competitive evaluation. Perhaps the fundamental aspect of traditional performance management is grading by the curve or forced ranking of employees. The distribution of employee performance more often follows the “long tail” rather than the traditional “bell curve,” especially at talent-intensive companies that thrive on expertise and innovation. In these companies, the performance management system should treat high performers very well, while encouraging mid-level employees to improve through coaching and development. Many corporate executives acknowledge that their current performance systems are not working (figure 2).
Shifting away from annual performance evaluations toward a process of continuous coaching and improvement requires a new role for managers.

A critical feature of the new “coaching and development” model of performance management is separating feedback provided to employees from compensation decisions.
Neuroscience research shows that conversations about compensation provoke an almost primordial “fight or flight” reaction among employees, which obviously inhibits the coaching process.3 Rather than directly linking ratings and salary increases or bonuses, compensation decisions should be based on the critical nature of an employee’s skills, the cost of replacing them, their value to customers, and the external labor market. While employees need to be held accountable for the results they produce, most people perform best when they are given tools to succeed and coaching to improve performance. Adobe, a company of 11,000 employees, 54 percent of whom work in North America, tried for five years to modify the traditional performance management system before abandoning it as inconsistent with Adobe’s strong culture of teamwork and collaboration.
The results form the basis of a conversation about performance improvement, rather than a zero-sum dispute about compensation or ranking.
Importantly, Adobe’s new system focuses on both ends of the performance curve—keeping high performers happy and offering practical advice for lower performers looking to improve. The results have been profound: Since rolling out the new approach worldwide, Adobe experienced a 30 percent reduction in voluntary turnover in a highly competitive talent environment. A successful shift to leading-edge performance management—replacing annual ranking and yanking with continuous feedback, coaching, and development—begins with a frank determination of whether rigid performance evaluation systems are advancing a company’s business priorities. Get senior leaders involved—and keep them involved: Hold a senior executive-level conversation about the strategy and philosophy for employee performance in the company. Use performance management to build skills: Switch from rigid performance reviews to flexible performance conversations aimed at providing employees at all levels with practical steps they can take and the skills necessary to reach the next level of achievement within the organization. Teach managers to give better feedback: Boost the skills of managers to enable them to have productive yet less formal conversations about performance that will drive improvement rather than drive employees to look outside the organization. Simplify the process: Separate the performance coaching and evaluation process from determinations of compensation.
De-link performance scores and compensation: Consider revising compensation structures to include broader considerations, such as how the outside talent market would compensate an employee or how difficult the employee would be to replace. Coach everyone: Search for opportunities for employees in the “broad middle” of the performance distribution to see themselves as valued contributors to organizational success, rather than merely looking up to the perceived superstars.
Today’s workers expect to be held accountable for results—but they also expect coaching, development, and regular feedback. This information is based on current research by Bersin by Deloitte on the topic of goal-setting and revising, the report for which is due to be published in 2014. Lisa Barry is the Talent leader for Global Consulting, and is also the global leader for Talent, Performance, and Rewards. Andy Liakopoulos has more than 20 years of experience in areas including talent management (talent strategy, acquisition, performance management, succession management, leadership development, and employee engagement and retention), organization strategy, change management, human resource transformation, and learning development. The way the workplace is constructed—physically, virtually, and managerially—can have a critical impact on employee productivity, passion, and innovation.
The study we review (which I co-authored with Mike Leeds, Eva Marikova Leeds, and Mike Mondello and published in the International Journal of Sport Finance) looked at 62 NBA coaches across thirty years of data. Is there any actual value in the function of coaching – and if there is, how do we capture it? Each point represents a player playing for one team for one season and shows their minutes played per game and their Wins Produced per 48 minutes played. The thing that jumps out very quickly is that while there is correlation between perceived and real value (see the R2 = 27%) that only accounts for 27% of the variation we see. The Clippers, Pistons, Raptors or Warriors at 26 thru 29 are not really surprising but that the Daryl Morey led Rockets track as consistently among the worst franchises at properly using the talent available to them does.
I will note that it took Chicago a few years to lose their way after Phil and that Mike Brown was a mixed bag in Cleveland. The coaching change to Randy Wittman ( #8 in 2000, #2 in 2001,#6 in 2002 in Cleveland, #9 in Minnesota in 2008) bodes well for their playoff hopes. Having one of those coaches (or developing one see Spolstra,Eric) is a key advantage to winning in the NBA. Every coach must allocate the same number of minutes, but they have different wins produced totals from their rosters. Minnesota hires him after years as the worst coach in the league and suddenly he is the best? At that time, employees were viewed strictly as “workers” whose performance could be accurately measured by output: the number of railroad ties installed, hours worked, or other numeric measures.
Their performance is driven by their skills, attitude, customer empathy—and by their ability to innovate and drive change by working through teams. Goals shift, strategies evolve, and employees often switch between multiple projects under various team leaders.
Fully 70 percent of our survey respondents stated that they are either “currently evaluating” or have recently “reviewed and updated” their performance management systems (figure 1). Managers who provide regular feedback and opportunities to improve are far more likely to field high-performing teams than those who retain once-a-year rankings. This process, widely known as “rank and yank,” has been found in many companies to demoralize employees, create animosity, and spur good people to look elsewhere for work.
In other words, some employees are hyperachievers, while many others work at the middle level of performance.

A forced bell curve diminishes the value of the top performers and pushes many mid-level performers into the bottom. More than half of executives surveyed believe their current performance process does not drive employee engagement and high performance (58 percent) and is not an effective use of anyone’s time (58 percent). In today’s high-performing teams, employees must take ownership of their performance and act on their own to improve their capabilities. Companies like Juniper Networks,4 New York Life,5 Motorola Solutions,6 Kelly Services,7 and others have all reengineered their process, eliminated ratings, and found substantial improvements in engagement and performance as a result. Before the actual meeting occurs, a group of employees provides feedback on the employee’s performance. The goal is to make coaching and developing a continuous, collaborative process between managers and employees—a far more motivating outcome. Group performance is also evaluated, leading to a more rational determination of group compensation. What does the organization hope to achieve as a result of performance management activities? Analyze the extent to which the organization can take a broader approach to total rewards by offering growth opportunities to employees who have outperformed their peers. Hold everyone accountable, but give everyone coaching, development planning, and training to improve. Look carefully at the performance management process to see if it truly drives performance today or is merely an artifact of the past. The Total Performance Index is determined by an organization’s score on 12 variables that cover employee engagement, employee productivity, customer satisfaction, cost structure as compared with competitors, market leadership position and profitability, hiring the best people, developing great leaders, developing employees, retaining top performers, planning for future talent needs, and having the right people in the right jobs. She is considered to be one of the most impactful leaders in the human capital field, championing the need for businesses to reinvent relevance and create a powerful people-centered strategy to propel a company’s growth trajectory. Her areas of expertise include talent strategy, workforce planning, performance management, and leadership development. Across this sample, only 14 coaches were found to have a statistically significant and positive impact on player performance. For the most part, Players are who they are and coaches don’t generally affect that (with the aforementioned exceptions). The data shows that there are real differences on a year to year, team to team basis in what actually gets players on the court.
There are coaches (Phil Jackson and Jerry Sloan for example) and Teams (the Lakers, The Suns, the Jazz) who do an inherently better job at identifying what players help you win and getting them on the court. Thus, if a team has better players, then their coach will appear to do a better job on average. Brown was trying to continue the trajectory of Jackson’s Lakers and did little to tinker with the lineup. The coach can’t play players C and E big minutes, because his best 2 players (A and B) have to have the most minutes. These skills must be built over time, and successful performance management must be focused on constantly developing these capabilities rather than ranking them at a moment in time.
In industries such as software, a top performer can often outperform a mid-level performer by as much as tenfold.
In the process, it inadequately rewards top performers and fails to motivate middle-of-the-road employees. Just under half say their performance processes are “weak” in improving development (48 percent) and driving business value (48 percent). Companies in other countries like Brazil, Germany, the United Kingdom, and Japan are eager to follow their lead, and recognize that they are far from ready (figure 3).
In many cases, a shift from “evaluation” to “development and performance improvement” will drive appreciable results. A true citizen of the globe, Barry has lived and worked in the United Kingdom, Europe, the United States, South East Asia, New Zealand, and Russia. Previously, she worked for the Corporate Executive Board and also served as an adjunct history professor at Northern Virginia Community College. So most NBA coaches – like most baseball managers — do not appear to make their players more productive. Teams and coaches simply do not play their best players; instead they play the players who they think are their best players. More telling is that there are organizations that never really get it (Wizards, Warriors ,Raptors) and they rightly have earned reputations as historically hapless. Garr holds a master’s degree from the London School of Economics and bachelor’s degrees from Randolph-Macon Woman’s College.

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evaluating the success of coaching

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