Your SlideShare is downloading. ×
0
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Performance management and employee development
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Performance management and employee development

1,183

Published on

Performance management and employee development: overview

Performance management and employee development: overview

Published in: Education, Technology, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,183
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
91
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Personal Developmental Plans Direct Supervisor’s Role 360-degree Feedback Systems Prentice Hall, Inc. © 2006
  • 2. Employees  Help plan their own development  Improve their own performance Managers  Help guide the process of development  Support success of process Prentice Hall, Inc. © 2006
  • 3. Specify actions necessary to improve performance Highlight employee’s  Strengths  Areas in need of development Prentice Hall, Inc. © 2006
  • 4. How can I continuously learn and grow in the next year? How can I do better in the future? How can I avoid performance problems of the past? Prentice Hall, Inc. © 2006
  • 5. Developmental Plan Objectives Content of Developmental Plan Developmental Activities Prentice Hall, Inc. © 2006
  • 6. Encourage:  Continuous learning  Performance improvement  Personal growth Prentice Hall, Inc. © 2006
  • 7. Improve performance in current job Sustain performance in current job Prepare employee for advancement Enrich employee’s work experience Prentice Hall, Inc. © 2006
  • 8.  Developmental objectives  New skills or knowledge  Timeline  How the new skills or knowledge will be acquired  Resources  Strategies  Standards and measures used to assess achievement of objectives Prentice Hall, Inc. © 2006
  • 9.  Based on needs of organization and employee  Chosen by employee and direct supervisor  Taking into account  Employee’s learning preferences  Developmental objective in question  Organization’s available resources Prentice Hall, Inc. © 2006
  • 10.  On-the-job-training  Mentoring  Job rotation  Temporary assignments Prentice Hall, Inc. © 2006
  • 11.  Courses  Self-guided reading  Getting a degree  Attending a conference  Membership or leadership role  in professional or trade organization Prentice Hall, Inc. © 2006
  • 12. Explain what is necessary Refer employee to appropriate developmental activities Review & make suggestions regarding developmental objectives Prentice Hall, Inc. © 2006
  • 13. Check on employee’s progress Provide motivational reinforcement Prentice Hall, Inc. © 2006
  • 14. Tools to help employees  Improve performance by using Performance information Gathered from many sources  Superiors  Peers  Customers  Subordinates  The employee Prentice Hall, Inc. © 2006
  • 15.  Anonymous feedback  Most useful when used  For DEVELOPMENT  NOT for administrative purposes  Internet used for collecting data Prentice Hall, Inc. © 2006
  • 16. Prentice Hall, Inc. © 2006
  • 17. Prentice Hall, Inc. © 2006
  • 18. Prentice Hall, Inc. © 2006
  • 19. Prentice Hall, Inc. © 2006
  • 20.  Cooperation  Openness and trust  Input and participation valued  Fairness Prentice Hall, Inc. © 2006
  • 21.  Advantages of 360-degree Feedback Systems  Risks of 360-degree Feedback Systems  Characteristics of a Good 360-degree Feedback System Prentice Hall, Inc. © 2006
  • 22.  Decreased possibility of biases  Increased awareness of expectations  Increased commitment to improve  Improved self-perception of performance  Improved performance  Reduction of ‘undiscussables’  Increased employee control of their own careers Prentice Hall, Inc. © 2006
  • 23.  Unconstructive negative feedback hurts.  Are individuals comfortable with the system? User acceptance is crucial.  If few raters, anonymity is compromised.  Raters may become overloaded. Prentice Hall, Inc. © 2006
  • 24.  Anonymity  Observation of employee performance  Avoidance of survey fatigue  Raters are trained  Used for developmental purposes only  Emphasis on behaviors  Raters go beyond ratings  Feedback interpretation  Follow-up Prentice Hall, Inc. © 2006

×