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Eteeap Io03

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12 views37 pages

Eteeap Io03

Uploaded by

Gary Dy
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Performance Management Cycle

Setting Objectives, defining what is needed


Performance Planning
Enabling staff
Reset objectives
to deliver
Make changes
Action Staff and the Organisation

Performance and Development


Reviewing
Taking stock of achievements, diagnostics
The Performance Cycle
» Major Areas of
Responsibility
» Individual Priorities
» Knowledge, Skills and
Behaviors
» Development plan
» End-of-cycle » Reaching agreement
review
» Continuous
progress and
development » Ongoing
Feedback
» Coaching
» Interim reviews
Alignment Model
Mission

HARVARD COLLEGE
LIBRARY “What” “How”

Organizational
Priorities Values
DEPARTMENT
UNIT OR

Your
Departmental
Priorities

Your Major Areas of Knowledge, Skills


Responsibility and and Behaviors
PERSONAL

Individual Priorities

Performance Development Process


What Is “Good Performance”?
• More than just activities, effort, good intentions, or results
• Working hard and staying busy are not necessarily
high performance
• Attending training sessions and studying hard does not
necessarily lead to good performance
• Strong commitment may not lead to good performance
• Even accomplishing some goals may not be high
performance
Performance Management –

Broader Than
Performance Appraisal
Begins with a look at goals &
strategies of the organization
Organizational Alignment

…a key to Performance
Management

All efforts must be aligned with


overall goals and strategies of the
organization.
Performance Management
a Cascading Process

• Mission, goals, and strategies should be


defined, and clearly understood by
everyone
• How do all tasks contribute to overall
plans for the organization?
Annual Plans Should Create
Performance Standards for
Each Department
• These should translate into performance
goals for each worker
• Quantity
• Quality
• Time
• Cost
What Are the Three Steps in
Performance Management?

Defining Performance
Facilitating Performance
Encouraging Performance
Performance Appraisal

Developmental and Administrative


Decision Processes
Performance Appraisal
continues to be one of the most
criticized HR functions in
organizations
Performance Appraisal
• We all measure our subordinates’
performance whether we do it formally or
informally
• Very important to document what we
evaluate
• Also necessary to show a clear link between
what we evaluate and job requirements
Performance Appraisal -
a Continuing Process
• Is not a once-a-year or once-a-quarter experience
• Effective appraisal occurs frequently
• There should be no surprises when an employee is
given his or her formal appraisal interview
• Essential for coaching & positive motivation
The Main Point
Be sure that what is measured is
documented & can be shown to
match job expectations
A Key to All of This:
Supervisors must have
the support &
encouragement of higher
management to make all
this work
Behavior - Oriented Systems
• Ranking Methods
• Strait Ranking
• High-Low (Alternate Ranking)
• Paired Comparison
• Forced Distribution (similar to ranking)
• Graphic Rating Scales
Critical Incidents

• Based on Observation of Behaviors


• Positive
• Negative
• Written Notation of Behaviors is Made &
Placed in Each Employee’s File
Critical Incidents

• Each Observation is Discussed With the


Employee at the Time of Occurrence
• A Portfolio of Observed Events is Collected
Over Time
Results (Outcome) Based Appraisal
• Management by Objectives (MBO) in Some
Form is Commonly Used

• Focuses on Measurable Results of Mutually


Agreed-Upon Goals for a Work Cycle
Factors to Consider in Choice of a
P. A. System
• Cost

• Usefulness in employee development

• Usefulness in administrative decisions

• Validity
360 Degree Appraisal

Best Known Book on the Subject:


Edwards & Ewen,
360 (degree) Feedback, Amacom,
1996.
Who Appraises?
• Supervisor
• Peers
• Subordinates
• Self Appraisal
• Customers
Three Types of Appraisal
Interviews
• Tell & Sell

• Tell & Listen

• Problem Solving
Performance management
Definition:
Employee performance management is the process of
involving employees in accomplishing your agency’s
mission and goals.

Employee performance management includes: planning


work and setting goals, monitoring performance,
developing capacity, reviewing performance, and
rewarding good work.
Designing the performance
management system
• What will be the purpose?
• What will be the sequential stages?
• What performance will be measured?
• Who will assess employee performance?
• What will be on the form?
• Will a rating scheme be used?
• What support systems need to be in place?
Managing performance for …

Accountability

Performance target
setting and
outcome/results
review

AND / OR
Managing performance for …

Employee
Development

Competence assessment
and development
Stages of performance management

Monitor

Develop
Plan

Reward Review
SMART
Management by Objectives introduced the
SMART method for checking the validity of
Objectives,
'SMART':
• Specific
• Measurable
• Achievable
• Realistic, and
• Time-related.
What performance will be
measured?
• Behaviors – how the work is done
– Performance factors / competencies
– Required behaviors
– Behaviors supporting desired organizational
culture
• Results – what is achieved
– Performance outcomes
– Performance compared to job standards
– Performance goals and/or objectives
Approaches to designing an
appraisal form
• Trait based
• Behavior based
– Competencies (or performance factors)
– Behaviors
• Results based
– Performance outcomes
– Objectives
Rewards, recognition, and
compensation
• Recognizing employees for
performance
– Non-monetary rewards
– Informal and ongoing
acknowledgements of good work
• Compensation
– Merit increases?
– Pay to market?
– Increases added to base pay or lump
sum?
Separate conversation about pay from conversation about performance!!!!!
Performance Standards

• Managers assume
standards are clear
• Communicate -
What is to be done?
• How well should it
be done?
Progressive Disciplinary Systems
• Steps
1) Counsel Employee about Performance
Problem
2) Verbal Reprimand & Warning
3) Written Reprimand & Warning
4) Disciplinary Layoff (Short-term)
5) Discharge
Progressive Disciplinary Systems
• Reasons to Avoid Discharge
• Unfair Labor Practice (Legal & Contractual
Restrictions)
• Company Payments Toward Unemployment
& Severance Pay
• Strikes
• Court Action - Back Pay Awards
• Investment in Human Resources
Problems with Appraisals
• Survey by Ernst & Young showed that 38% of
employees say they are rated unfairly or not at all
• Deming argues that Performance Appraisal is
“A Deadly Disease in Organizations”
• Disregards existence of system
• Erroneously attributes variation in performance to
individuals (85-15 rule)
• Undermine teamwork, improvement
• Focuses on short-term, end product
Appraisal Interviews
• Give Feedback daily
• Encourage
participation
• Judge performance
not personality
• Be specific - provide
critical incidents
• Set mutual goals

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