Safety PERFORM Model by TPenney


									Safety P.E.R.F.O.R.M. Model

Knowing how to motivate employees is
one of the most important aspects of a
         safety manager’s job.
The Template of Your Goals
      PERFORM model. It stands for:

• P - Potential - foster a positive attitude towards developing
  potential in your people
• E - Expertise - abilities, experience and attitudes needed to
  perform a job
• R - Results - for individuals, for their teams, and for their
• F - Focus - on worthwhile, challenging, personal goals that
  relate to wider objectives
• O - Opportunities - to achieve, advance and grow
• R - Resources - needed in order to support people and to
  help them perform
• M - Motivation - making work interesting and challenging
                                 Simply Put
Teams are formed because they can
achieve far more than their individual
members can on their own, and while
being part of a high-performing team can
be fun, it can take patience and
professionalism to get to that stage.
Effective team leaders can accelerate
that process and reduce the difficulties
that team members experience by
understanding what they need to do as
their team moves through the stages
from forming to storming, norming and,
finally, performing
• Learning how to motivate employees begins
  with helping people to reach their potential. If
  we are to find ways to raise performance up to
  the next level, then we need to find ways to
  convert potential into performance.
  “Employees Appraisal: Realizing Potential” is
  the first article in our series for a good reason.
  Motivating employees to perform must begin
  with helping them to realize their potential.

• “Employee Performance Review: Making
  Expertise Count” is the second article in our
  series and stresses the importance of putting
  someone’s expertise to work, where it can
  contribute the most. By expertise we mean
  the skills, knowledge and behaviour that
  people must possesses, or need to possess, in
  order to do their job.

• Seeing the Results”. Here we ask: how do you
  realize the benefits of the training and support
  you’ve provided to improve someone’s
  performance? If performance is about
  contribution, then support must be linked to
  results. There needs to be clarity about what
  results you want to achieve, and an
  assessment of what results are actually

• Performance needs focus. It’s one thing to do
  something well, but it’s equally important to
  ensure it’s the right things that are done well.
  Individual performances, whilst possibly being
  good in themselves, can be counter-productive if
  they don’t contribute to the wider goals of the
  team and organization. Controlling this requires
  good planning and good management. We give
  some tips on how to do both in: “Performance
  Management Plan: Be Focused”.

• Without opportunities, a performance
  management plan will only ever be just just
  that: a plan. Knowing how to motivate
  employees is not enough. That knowledge
  must be combined with a willingness to give
  people opportunities to perform.

• Performanced based management is about
  more than ambition, words or ideas. To
  encourage employees to perform you need to
  support them with the right resources. These
  resources must then be allocated and
  managed in order to ensure they are most
  effectively used. Having provided
  opportunities for people to perform, next it’s
  crucial to understand the importance of
  resourcing performance based management
• Knowing how to motivate employees is a
  complex business and there are numerous
  pages on this site designed to help. Employee
  Motivation Techniques has been especially
  written to relate to the PERFORM model
 Do we want to get there from here?
The Energy to Perform
• Of course, just knowing how to motivate
  employees is not enough. Motivation is
  important but it’s not effective without
  energy. Whilst motivation is considered to be
  the intent or desire to act, energy can be
  defined as the capacity to perform work.
Situational Leadership deals with the relationship between
        follower’s developmental level & leadership
behavior(directive/supportive) based on the task/situation
As a team leader, your aim is to help your team reach
 and sustain high performance as soon as possible.

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