Book review Performance Management
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Book Review PPT of Harvard Business Essentials - Performance Management
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Book review Performance Management
- 1. BOOK REVIEW Roll No. 26 – 30 Harvard Business Essentials PERFORMANCE MANAGEMENT
- 3. INDEX OF THE BOOK TOUSIF LANDAGE ROLL NO.29 • INTRODUCTION OF BOOK • GOALS THEORY HARSHAD KUTHE ROLL NO.27 • MOTIVATION • MENTORING PERFORMANCE SNEHAL KUMBHAR ROLL NO.26 • CLOSING GAPS AND IMPROVING PERFORMANCE • BECOMING A BETTR COACH HARSHADA LAD ROLL NO.28 • FORMAL PERFORMANCE APPRAISAL • EMPLOYEE DEVELOPEMENT KETAN MAINKAR ROLL NO.30 • INTRACTABLE PERFORMANCE PROBLEMS • EVALUATION OF THE BOOK
- 4. INTRODUCTION Reward & Developme nt Appraisal (year end) Coach Tracking progress together Setting goals (beginning of year) EMPLOYE E Motivate Tracking progress Review (mid year) together
- 5. Goals Key topics covered in this chapter: ◦ ◦ ◦ ◦ Formulating goals Getting alignments Characteristics of effective goals Planning for success
- 6. Goals begin at the Top-well almost Enterprise Level Operating Unit Level Individual employee level Strategic goals Unit A Goals Unit B goals Individual goals Individual goals Individual goals
- 7. Goals v/s activities Goals Activities •Increase sales by 10% •Writing weekly sales report •Reduce customer turnover by 15% •Handling customer complaints & other problems
- 8. Characteristics of effective goals Recognized as important Clear Written in specific terms Measurable & framed in time Aligned with organizational strategy Achievable but challenging Supported by appropriate rewards
- 9. Three mistakes to avoid 1. Performance metrics 2. Goal and reward miss alignments 3. Insufficient challenge
- 10. 4 steps to accomplishing goals 1. Break each goal down into specific task 2. Plan the execution of these task – with timetables 3. Gather the resource needed to fulfill each task 4. Execute the plan
- 11. Motivation
- 12. Theories of Motivation Theory „X‟ Theory „Y‟ Hawthorne experiments.
- 13. Rewards Extrinsic Rewards. Intrinsic Rewards. Challenges to the Incentive System.
- 17. Drive out Fear
- 20. Be a Good Boss
- 22. Observe and Gather Data
- 23. Move from Observation to Discussion
- 24. Be an Active Listener
- 26. Common causes of Poor Performance Bad processes. Work Overload. Personal Problems. Relationship conflicts at work. Interference of the Superior in work.
- 27. COACHING
- 28. COACHING is an interactive process through which managers and aim to close performance gaps, desirable work behaviors. It is a powerful method for strengthening the organization‟s store of human capital. Coaching can rekindle motivation and help your subordinates with numerous aspect of effective performance: Closing performance gaps Overcoming personal obstacles Achieving new skill and competencies Preparing themselves for new responsibilities Becoming more motivated Managing themselves more effectively
- 29. Coaching is generally accomplished four step process. 1. Observation 2. Discussion and agreement 3. Active coaching 4. Follow up
- 30. Create an Action Plan An action plan contains a statement of goals and the measures of success, a time table and clear indication of how the coach and the coached will work together. The benefit of a formal action plan is that both parties know exactly what is expected, their mutual obligations, and how success will be measured.
- 31. Becoming better coach dos and don‟ts observed by every good coach. Conserve Know Time and Energy when to coach and when not to coach Delegate when possible
- 32. Create the right climate That climate is characterized by these important features : Mutual trust Accountability for results Motivation to learn and improve
- 33. Formal Performance Appraisal MeaningPerformance Appraisal is formal method of assessing how well an individual employee is doing with respect to assigned goals. Why some of the managers are not particularly fond of performance appraisal ?
- 34. Eight Effective Steps of Appraisal Step 1 : Be Prepared Self Appraisal of employees Its benefits1. Involvement of employees in tone of partnership 2. managers give different perspective of subordinates work.
- 36. Benefits and Drawbacks Benefits : we easily know individual‟s strength and weaknesses. The observation of many people and many perspective brought in. Reduce the chances of performance misdiagnosis.
- 37. Benefits and Drawbacks Drawbacks : Time consuming process. Reviewers hesitate to give real feedback. Conditions1. It is used in an environment of trust. 2. There should be commitment to performance evaluation. 3. Both the people making and interpreting the evaluation have received adequate training.
- 38. Step 2: conduct the performance appraisal meeting Start by setting the person at ease. Review the purpose of the appraisal and benefits both the parties. Ask the employee to talk about self Appraisal. Now move on to your appraisal.
- 39. Step 3: identify both good and bad performance Give priorities to how the employee ‘s accomplishments compare to agreed upon goals Look for the gaps between actual and expected performance. Now focus it on your discussion and performance
- 40. Step 4: Find the root cause of performance gaps Create an opportunity for employees to express their views . Avoid generalization Be selective Give authentic praise as well as meaningful criticism. Orient feedback towards problem solving and action.
- 41. Step5: Plan to close performance Gaps Give the employee first opportunity to develop a plan to close ay gaps Prepare a plan including employees views. Make sure that every employee acknowledges it and its importance
- 42. Step 6: Reevaluate Performance Goals
- 43. Step7: Get it on Record
- 44. Step 8: Follow Up
- 45. Employee Development Begin with the employees.
- 46. Employee Development Develop a plan.
- 47. Basic Tactics for Employee Development Job Reduction Task Delegation Skill training Career Developm ent
- 48. Intractable performance problems The chapter deals with the problems faced by managers while dealing with employees showing low performance levels , even after Coaching & other interventions
- 49. Steps Involved Diagnose the problem Confront poor performers Future based focus Avoiding confrontation should be avoided Handling C performers Considering the possibility of Burnout Tactics for combating
- 50. Final Step (Dismissal) Grounds for it Legal aspect Breaking the news Things to be avoided during the “Dismissal” Aftermath (The last three steps are part of appendix have just clubbed them , this line is for ur ref …wil del l8er)
- 51. Epilogue & Useful implementation tools What leaders must do A coach‟s self –evaluation checklist Annual core performance expectations and development plan
- 52. Evaluation Positives Glossary : Use of Jargons of H.R For Further reading : References of reading material for further detailed information Simple Language
- 53. Evaluation Possible Improvements Brief Additions in content More Scope for information on Linking Pay to performance