Performance management has remained steeped in ‘behaviourism’ since the 1920s. Despite the latter’s demise in late 20th century, performance management remains an isolated bastion of ‘behaviourism’. In stark contrast, UTODEL® embraces humanistic psychology emphasizing self-actualisation, free will, creativity and human potential. With such underpinnings, UTODEL® analyses performance management systems, establishes causal relations with motivation, and identifies methodological opportunities to shift extrinsic mechanistic approaches to intrinsic humanistic ones.

Performance management has remained steeped in ‘behaviourism’ since the 1920s. Despite the latter’s demise in late 20th century, performance management remains an isolated bastion of ‘behaviourism’. In stark contrast, UTODEL® embraces humanistic psychology emphasizing self-actualisation, free will, creativity and human potential. With such underpinnings, UTODEL® analyses performance management systems, establishes causal relations with motivation, and identifies methodological opportunities to shift extrinsic mechanistic approaches to intrinsic humanistic ones.

Behaviourism deals with the complexity of performance management by further mechanising it. The central precept remains that: employee behaviour is either reflexes as responses to stimuli, or consequences of the individual’s history of reinforcement and punishment. Such a methodological attitude is hopelessly anachronous. Scaling up of roles, coupled with talent paucity, necessitates humanistic approaches. UTODEL® provides just this through its inherent humanism. It gives a clear picture of how contemporary your performance management is, and identifies ideas to transform.

Behaviourism deals with the complexity of performance management by further mechanising it. The central precept remains that: employee behaviour is either reflexes as responses to stimuli, or consequences of the individual’s history of reinforcement and punishment. Such a methodological attitude is hopelessly anachronous. Scaling up of roles, coupled with talent paucity, necessitates humanistic approaches. UTODEL® provides just this through its inherent humanism. It gives a clear picture of how contemporary your performance management is, and identifies ideas to transform.

UTODEL® benefits principally the organisation, through the primary outcomes of enhanced motivation and reduced attrition, and derivatively from improved performance. Besides, the rise in collective morale is not an insignificant outcome. Promising talent in middle years benefit from opportunities to better actualise their potential. Young restless talent benefit from a contemporary environment that views them as ‘whole persons’ who are greater than the sum of their parts. UTODEL® nurtures self-exploration, causing the organisation to be self-aware and mindful in its thinking and action.

UTODEL® benefits principally the organisation, through the primary outcomes of enhanced motivation and reduced attrition, and derivatively from improved performance. Besides, the rise in collective morale is not an insignificant outcome. Promising talent in middle years benefit from opportunities to better actualise their potential. Young restless talent benefit from a contemporary environment that views them as ‘whole persons’ who are greater than the sum of their parts. UTODEL® nurtures self-exploration, causing the organisation to be self-aware and mindful in its thinking and action.

Get UTODEL® if you sense any of the following six indications. First, you observe an unnatural and non-systemic attrition that outlies the standards of the industry and organisation. Second, patterns of modest performance from employees who have been strong performers traditionally. Third, when employee movement across roles has stagnated. Fourth, when the process has inordinate emphasis on quantitative measures. Fifth, when the individual’s narrative goes missing in people discussions. Sixth, and the most telling, when Human Resource is more excited about the process than employees at large.

Get UTODEL® if you sense any of the following six indications. First, you observe an unnatural and non-systemic attrition that outlies the standards of the industry and organisation. Second, patterns of modest performance from employees who have been strong performers traditionally. Third, when employee movement across roles has stagnated. Fourth, when the process has inordinate emphasis on quantitative measures. Fifth, when the individual’s narrative goes missing in people discussions. Sixth, and the most telling, when Human Resource is more excited about the process than employees at large.

UTODEL® is inspired by the five foundational principles of humanism laid down by James Bugental, related to ‘human potential’, ‘human context’, ‘awareness’, ‘natural responsibility’ and ‘progress and meaning’. Our proprietary HUMAN framework underpins UTODEL®. You will ‘install’, ‘engage’, ‘analyse’ and ‘disseminate’ within ten weeks. To install, you will identify behaviourist mindsets; scope the research; and identify respondents and resource materials. UTODEL® will engage with respondents, conduct statistical and qualitative analysis, and make the research outcome available for leadership.

UTODEL® is inspired by the five foundational principles of humanism laid down by James Bugental, related to ‘human potential’, ‘human context’, ‘awareness’, ‘natural responsibility’ and ‘progress and meaning’. Our proprietary HUMAN framework underpins UTODEL®. You will ‘install’, ‘engage’, ‘analyse’ and ‘disseminate’ within ten weeks. To install, you will identify behaviourist mindsets; scope the research; and identify respondents and resource materials. UTODEL® will engage with respondents, conduct statistical and qualitative analysis, and make the research outcome available for leadership.

UTODEL® is designed for biennial as well as episodic usage. We recommend usage of the product during either the last quarter, or the first quarter, for several reasons. Importantly, ideas of interventions from UTODEL® output can be incorporated in performance setting exercise held at the beginning of the next cycle. In addition, the quality of inputs will be high given the recent completion of the previous cycle. Finally, you can leverage employee enthusiasm and openness that is to be expected at the beginning of a performance cycle, to get acceptance of a transformed performance management process.

UTODEL® is designed for biennial as well as episodic usage. We recommend usage of the product during either the last quarter, or the first quarter, for several reasons. Importantly, ideas of interventions from UTODEL® output can be incorporated in performance setting exercise held at the beginning of the next cycle. In addition, the quality of inputs will be high given the recent completion of the previous cycle. Finally, you can leverage employee enthusiasm and openness that is to be expected at the beginning of a performance cycle, to get acceptance of a transformed performance management process.