Summary of "Gestión del Desempeño. En base a teorías de Roger Adisson. Diseñado por Rafael López"

Summary of “Gestión del Desempeño. En base a teorías de Roger Adisson. Diseñado por Rafael López”

This video addresses effective performance management for leaders, based on theories by Roger Adisson and designed by Rafael López. It emphasizes understanding individual and team performance through two complementary perspectives—a broad panoramic view and a detailed individual analysis—to identify causes of poor performance and apply the most appropriate interventions.

Main Ideas and Concepts

Dual Vision for Performance Management:
- Panoramic vision: Observes overall team performance.
- Precision vision: Analyzes individual performance in detail.
Individualized Approach:
- Recognizes that each collaborator is unique with different skills and challenges.
- Common objectives are adapted individually.
- The leader’s role is to identify what each person needs to improve performance.
Performance Judgment:
- Evaluate if the collaborator achieved the objectives.
- If yes, consider new challenges and skill development.
- If no, analyze the root cause of poor performance carefully.
Rational Decision-Making:
- Avoid stimulus-response reactions.
- Use time and resources wisely.
- Poorly assigned training wastes resources and is ineffective.
Performance Map Tool:
- Based on two observable variables:
  - Competence: Does the collaborator have the knowledge and skills?
  - Attitude: Does the collaborator have the will and disposition?
- These variables place collaborators in one of four quadrants indicating the cause of poor performance.
- Each quadrant suggests specific intervention strategies, with only one quadrant recommending training.

The Four Quadrants and Corresponding Strategies

Knows but Does Not Want (Competent but Unmotivated)
- Example: Matías in purchasing.
- Intervention strategies:
  - Improve feedback.
  - Review reward and punishment systems.
  - Adjust compensation.
  - Use variable objectives models.
  - Increase supervision.
  - Implement coaching.
- Training is not the solution here.
Does Not Know and Does Not Want (Lacks Knowledge and Motivation)
- Example: Alberto, a technical supervisor with no experience in procedure mapping.
- Intervention strategies:
  - Rethink objectives.
  - Reconsider the suitability of the collaborator for the task.
  - Possibly reassign roles.
- Training is not the immediate solution.
Knows and Wants but Does Not Achieve (Competent and Motivated but Fails Due to Environment)
- Example: Daniela in exports.
- Intervention strategies:
  - Assess work environment comfort.
  - Check for task overload.
  - Provide necessary tools.
  - Improve team climate.
  - Consider external/personal factors.
- Training is not the solution here.
Does Not Know but Wants (Lacks Knowledge but Motivated)
- Example: Antonio in administration, poor communication and teamwork skills.
- Intervention strategies:
  - Use competency models to guide learning.
  - Provide coaching on interpersonal skills.
  - Enroll in training programs.
  - Monitor progress and provide feedback.
- This is the only quadrant where training is clearly recommended.

Methodology / Instructions for Leaders

Assess collaborator’s competence (knowledge and skills) and attitude (will and disposition).
Place the collaborator in the appropriate quadrant of the performance map.
Select intervention strategies based on the quadrant:
- For motivation issues, focus on feedback, incentives, supervision, and coaching.
- For knowledge gaps, provide training and learning support.
- For environmental issues, improve work conditions and team climate.
- For role mismatch, reconsider task assignments.
Always communicate clearly with collaborators about decisions and expectations.
Agree on a commitment to improvement and link learning outcomes to job performance.
Follow up regularly and provide constructive feedback.
Use the performance map to optimize resource allocation and maximize effectiveness.

Speakers / Sources Featured

Narrator/Presenter: (Unnamed) — Provides explanations and case examples.
Cases discussed:
- Matías (Purchasing)
- Alberto (Technical Supervisor)
- Daniela (Exports)
- Antonio (Administration)
Theoretical basis: Roger Adisson’s performance theories.
Video designed by: Rafael López.

This structured approach helps leaders make informed, rational decisions to improve team and individual performance while ensuring efficient use of company resources.