SlideShare a Scribd company logo
1 of 46
Download to read offline
The Performance Appraisal as a Management Tool
Pop Quiz ,[object Object],[object Object]
Pop Quiz ,[object Object],[object Object]
Pop Quiz ,[object Object],[object Object]
Goals of Session ,[object Object],[object Object],[object Object],[object Object]
Description of our Current Performance Appraisal System
Mission Statement ,[object Object]
OVERVIEW OF EVALUATION  ,[object Object],[object Object],[object Object]
Review of Part I ,[object Object],[object Object],[object Object],[object Object]
Review of Part I ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Rating ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Exceeds Expectations Rating ,[object Object],[object Object]
Between Meets and  Exceeds Expectations ,[object Object],[object Object],[object Object],[object Object]
Meets Expectations ,[object Object]
Between Meets Expectations & Needs Improvement ,[object Object],[object Object],[object Object],[object Object]
Needs Improvement ,[object Object],[object Object]
Review Job Description ,[object Object],[object Object],[object Object]
Part II:  Overall Rating ,[object Object],[object Object],[object Object]
Part III Setting & Monitoring Goals ,[object Object]
Part III Setting & Monitoring Goals ,[object Object],[object Object]
Review of Part II Setting & Monitoring Goals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Review of Part II Setting & Monitoring Goals ,[object Object],[object Object],[object Object],[object Object]
Review of Part II Setting & Monitoring Goals ,[object Object],[object Object],[object Object],[object Object]
Common Appraisal Errors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common Errors:  Halo Effect ,[object Object],[object Object],[object Object]
Common Errors:  Leniency/Severity ,[object Object],[object Object],[object Object],[object Object]
Common Errors:  Central Tendency ,[object Object],[object Object],[object Object],[object Object]
Common Errors: Recency Effect ,[object Object],[object Object]
Common Errors:  Contrast Effect ,[object Object],[object Object]
Common Errors: Subjectivity & Biases ,[object Object],[object Object]
Common Errors: Poorly Planned Meeting Unprepared Supervisor ,[object Object],[object Object],[object Object]
Legal Aspects of Performance Appraisals
Tips for Legal Appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Performance Appraisal Meeting:  An Opportunity for Mentoring Mentor: A wise advisor; A teacher or coach
During Evaluation Meeting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Improving Performance Evaluations ,[object Object],[object Object],[object Object],[object Object],[object Object]
After Evaluation Meeting ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How Mentoring Works ,[object Object],[object Object],[object Object],[object Object],[object Object]
Guidelines for Mentoring Dialogue ,[object Object],[object Object],[object Object],[object Object],[object Object]
Positive Reinforcement ,[object Object],[object Object],[object Object]
Types of Positive Reinforcement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Improvement Plans ,[object Object],[object Object],[object Object]
Performance Improvement Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Improvement Plans ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Summary ,[object Object],[object Object],[object Object],[object Object]
Discussion & Questions

More Related Content

What's hot

Performanceappraisal k tauphik
Performanceappraisal k tauphikPerformanceappraisal k tauphik
Performanceappraisal k tauphikSwastik Mulay
 
How to conduct effective performance appraisals April 2011
How to conduct effective performance appraisals April 2011How to conduct effective performance appraisals April 2011
How to conduct effective performance appraisals April 2011Timothy Holden
 
Performance Evaluation Process
Performance Evaluation ProcessPerformance Evaluation Process
Performance Evaluation ProcessWadut Al Mamun
 
Performance Appraisal Report
Performance Appraisal ReportPerformance Appraisal Report
Performance Appraisal ReportSwagato Dey
 
Managing Staff Performance Appraisals
Managing Staff Performance AppraisalsManaging Staff Performance Appraisals
Managing Staff Performance AppraisalsSimeon Pashley
 
Performance Appraisal PowerPoint Presentation Slides
Performance Appraisal PowerPoint Presentation Slides Performance Appraisal PowerPoint Presentation Slides
Performance Appraisal PowerPoint Presentation Slides SlideTeam
 
Informal performance appraisal
Informal performance appraisalInformal performance appraisal
Informal performance appraisalbradvero675
 
Introduction of performance appraisal
Introduction of performance appraisalIntroduction of performance appraisal
Introduction of performance appraisalaidencarter91
 
Performance Based Appraisal System in Pharmaceutical Industry
Performance Based Appraisal System in Pharmaceutical IndustryPerformance Based Appraisal System in Pharmaceutical Industry
Performance Based Appraisal System in Pharmaceutical IndustryAkshay Jirage
 
Performance Appraisal
Performance AppraisalPerformance Appraisal
Performance Appraisalmsexysmurf
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisalFaltu Focat
 
Performance appraisal hrm
Performance appraisal hrmPerformance appraisal hrm
Performance appraisal hrmGajanan Khude
 
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hrPerformance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hrBabasab Patil
 
Performance Appraisals
Performance AppraisalsPerformance Appraisals
Performance Appraisalssatyam mishra
 
Image consultant performance appraisal
Image consultant performance appraisalImage consultant performance appraisal
Image consultant performance appraisalkimacraw
 
Performance appraisal parameters
Performance appraisal parametersPerformance appraisal parameters
Performance appraisal parametersbradvero675
 

What's hot (19)

Performanceappraisal k tauphik
Performanceappraisal k tauphikPerformanceappraisal k tauphik
Performanceappraisal k tauphik
 
How to conduct effective performance appraisals April 2011
How to conduct effective performance appraisals April 2011How to conduct effective performance appraisals April 2011
How to conduct effective performance appraisals April 2011
 
Performance Evaluation Process
Performance Evaluation ProcessPerformance Evaluation Process
Performance Evaluation Process
 
08 performanceappraisals
08 performanceappraisals08 performanceappraisals
08 performanceappraisals
 
Performance Appraisal Report
Performance Appraisal ReportPerformance Appraisal Report
Performance Appraisal Report
 
Managing Staff Performance Appraisals
Managing Staff Performance AppraisalsManaging Staff Performance Appraisals
Managing Staff Performance Appraisals
 
Performance Appraisal PowerPoint Presentation Slides
Performance Appraisal PowerPoint Presentation Slides Performance Appraisal PowerPoint Presentation Slides
Performance Appraisal PowerPoint Presentation Slides
 
Informal performance appraisal
Informal performance appraisalInformal performance appraisal
Informal performance appraisal
 
Introduction of performance appraisal
Introduction of performance appraisalIntroduction of performance appraisal
Introduction of performance appraisal
 
Performance Based Appraisal System in Pharmaceutical Industry
Performance Based Appraisal System in Pharmaceutical IndustryPerformance Based Appraisal System in Pharmaceutical Industry
Performance Based Appraisal System in Pharmaceutical Industry
 
Performance Appraisal
Performance AppraisalPerformance Appraisal
Performance Appraisal
 
Performance appraisal ppt
Performance appraisal pptPerformance appraisal ppt
Performance appraisal ppt
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisal
 
Performance appraisal hrm
Performance appraisal hrmPerformance appraisal hrm
Performance appraisal hrm
 
Performance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hrPerformance appraisal ppt @ bec doms hr
Performance appraisal ppt @ bec doms hr
 
Performance Appraisals
Performance AppraisalsPerformance Appraisals
Performance Appraisals
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisal
 
Image consultant performance appraisal
Image consultant performance appraisalImage consultant performance appraisal
Image consultant performance appraisal
 
Performance appraisal parameters
Performance appraisal parametersPerformance appraisal parameters
Performance appraisal parameters
 

Viewers also liked

5 Alternatives to the Annual Performance Review
5 Alternatives to the Annual Performance Review5 Alternatives to the Annual Performance Review
5 Alternatives to the Annual Performance ReviewHuman Capital Media
 
Welcome to Motivii
Welcome to MotiviiWelcome to Motivii
Welcome to MotiviiMotivii
 
Performance appraisal answers examples
Performance appraisal answers examplesPerformance appraisal answers examples
Performance appraisal answers examplesbarnesali609
 
Employee appraisal examples
Employee appraisal examplesEmployee appraisal examples
Employee appraisal examplesdidierdeschamps
 
Top 10 application questions with answers
Top 10  application questions with answersTop 10  application questions with answers
Top 10 application questions with answersandreyben132
 
Top 10 audit interview questions with answers
Top 10 audit interview questions with answersTop 10 audit interview questions with answers
Top 10 audit interview questions with answersandreyben132
 
Performance Appraisal Effectiveness Techniques
Performance Appraisal Effectiveness TechniquesPerformance Appraisal Effectiveness Techniques
Performance Appraisal Effectiveness TechniquesArt Flores
 
Top 12 skills for career success
Top 12 skills for career successTop 12 skills for career success
Top 12 skills for career successjobguide247
 
Top 10 asset interview questions with answers
Top 10 asset interview questions with answersTop 10 asset interview questions with answers
Top 10 asset interview questions with answersandreyben132
 
Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]angel01021990
 
Top 16 ways to make money online forever
Top 16 ways to make money online foreverTop 16 ways to make money online forever
Top 16 ways to make money online foreverjobguide247
 

Viewers also liked (12)

Performance Review Phrases
Performance Review PhrasesPerformance Review Phrases
Performance Review Phrases
 
5 Alternatives to the Annual Performance Review
5 Alternatives to the Annual Performance Review5 Alternatives to the Annual Performance Review
5 Alternatives to the Annual Performance Review
 
Welcome to Motivii
Welcome to MotiviiWelcome to Motivii
Welcome to Motivii
 
Performance appraisal answers examples
Performance appraisal answers examplesPerformance appraisal answers examples
Performance appraisal answers examples
 
Employee appraisal examples
Employee appraisal examplesEmployee appraisal examples
Employee appraisal examples
 
Top 10 application questions with answers
Top 10  application questions with answersTop 10  application questions with answers
Top 10 application questions with answers
 
Top 10 audit interview questions with answers
Top 10 audit interview questions with answersTop 10 audit interview questions with answers
Top 10 audit interview questions with answers
 
Performance Appraisal Effectiveness Techniques
Performance Appraisal Effectiveness TechniquesPerformance Appraisal Effectiveness Techniques
Performance Appraisal Effectiveness Techniques
 
Top 12 skills for career success
Top 12 skills for career successTop 12 skills for career success
Top 12 skills for career success
 
Top 10 asset interview questions with answers
Top 10 asset interview questions with answersTop 10 asset interview questions with answers
Top 10 asset interview questions with answers
 
Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]Performance Appraisal ppt [hrm]
Performance Appraisal ppt [hrm]
 
Top 16 ways to make money online forever
Top 16 ways to make money online foreverTop 16 ways to make money online forever
Top 16 ways to make money online forever
 

Similar to Perfappasamanagementtool

Performance Management
Performance ManagementPerformance Management
Performance Managementsatyam mishra
 
Performance management
Performance managementPerformance management
Performance managementeveningster
 
Performance management
Performance managementPerformance management
Performance managementNalin Goel
 
Performance Appraisal Seminar 2009
Performance Appraisal Seminar 2009Performance Appraisal Seminar 2009
Performance Appraisal Seminar 2009Warren_R
 
Performance appraisal.pptx
Performance appraisal.pptxPerformance appraisal.pptx
Performance appraisal.pptxDrAsifMohammad
 
Management training
Management trainingManagement training
Management trainingjohnsalina
 
Io class march 8 2011
Io class march 8 2011Io class march 8 2011
Io class march 8 2011nsocourses
 
Class xx performance appraisal
Class xx performance appraisalClass xx performance appraisal
Class xx performance appraisalMalavika Desai
 
Performance Appraisalsfor Prof Staff.Ppt
Performance Appraisalsfor Prof Staff.PptPerformance Appraisalsfor Prof Staff.Ppt
Performance Appraisalsfor Prof Staff.Pptsatyam mishra
 
Performance appraisal hr incidents
Performance appraisal hr incidentsPerformance appraisal hr incidents
Performance appraisal hr incidentsam_khan87
 
Performance appraisal articles
Performance appraisal articlesPerformance appraisal articles
Performance appraisal articlesaidencarter91
 
The Performance Management Cycle
The Performance Management CycleThe Performance Management Cycle
The Performance Management CyclePatrick Hartling
 
Recruitment process of us demin employee apraisal
Recruitment process of  us demin employee apraisalRecruitment process of  us demin employee apraisal
Recruitment process of us demin employee apraisalAta Ul Hassnain Awan
 
Performance appraisals new for update
Performance appraisals new for updatePerformance appraisals new for update
Performance appraisals new for updatemahesh sharma
 
Process of performance appraisal
Process of performance appraisalProcess of performance appraisal
Process of performance appraisalpoppyclark68
 

Similar to Perfappasamanagementtool (20)

Performance Management
Performance ManagementPerformance Management
Performance Management
 
Performance management
Performance managementPerformance management
Performance management
 
50913
5091350913
50913
 
Performance management
Performance managementPerformance management
Performance management
 
Performance Appraisal Seminar 2009
Performance Appraisal Seminar 2009Performance Appraisal Seminar 2009
Performance Appraisal Seminar 2009
 
Staff appraisal training
Staff appraisal trainingStaff appraisal training
Staff appraisal training
 
Performance appraisal.pptx
Performance appraisal.pptxPerformance appraisal.pptx
Performance appraisal.pptx
 
Management training
Management trainingManagement training
Management training
 
Io class march 8 2011
Io class march 8 2011Io class march 8 2011
Io class march 8 2011
 
Class xx performance appraisal
Class xx performance appraisalClass xx performance appraisal
Class xx performance appraisal
 
Performance Appraisalsfor Prof Staff.Ppt
Performance Appraisalsfor Prof Staff.PptPerformance Appraisalsfor Prof Staff.Ppt
Performance Appraisalsfor Prof Staff.Ppt
 
Performance appraisal
Performance appraisalPerformance appraisal
Performance appraisal
 
Performance reviews 101
Performance reviews 101Performance reviews 101
Performance reviews 101
 
PA.pptx
PA.pptxPA.pptx
PA.pptx
 
Performance appraisal hr incidents
Performance appraisal hr incidentsPerformance appraisal hr incidents
Performance appraisal hr incidents
 
Performance appraisal articles
Performance appraisal articlesPerformance appraisal articles
Performance appraisal articles
 
The Performance Management Cycle
The Performance Management CycleThe Performance Management Cycle
The Performance Management Cycle
 
Recruitment process of us demin employee apraisal
Recruitment process of  us demin employee apraisalRecruitment process of  us demin employee apraisal
Recruitment process of us demin employee apraisal
 
Performance appraisals new for update
Performance appraisals new for updatePerformance appraisals new for update
Performance appraisals new for update
 
Process of performance appraisal
Process of performance appraisalProcess of performance appraisal
Process of performance appraisal
 

More from satyam mishra

Recruitment Strategy
Recruitment StrategyRecruitment Strategy
Recruitment Strategysatyam mishra
 
Introduction To Industrial Relation
Introduction To Industrial RelationIntroduction To Industrial Relation
Introduction To Industrial Relationsatyam mishra
 
Introduction To Industrial Relation.2ppt
Introduction To Industrial Relation.2pptIntroduction To Industrial Relation.2ppt
Introduction To Industrial Relation.2pptsatyam mishra
 
Chapter 01 Slides 4e
Chapter 01 Slides 4eChapter 01 Slides 4e
Chapter 01 Slides 4esatyam mishra
 
Benefits Under Epf.Ppt
Benefits Under Epf.PptBenefits Under Epf.Ppt
Benefits Under Epf.Pptsatyam mishra
 
Supervisors Briefing 2007 Program Changes Final4 30 072
Supervisors Briefing 2007 Program Changes Final4 30 072Supervisors Briefing 2007 Program Changes Final4 30 072
Supervisors Briefing 2007 Program Changes Final4 30 072satyam mishra
 
Stress Managementonline
Stress ManagementonlineStress Managementonline
Stress Managementonlinesatyam mishra
 
How To Manage Stress And Time Workbook For 4 16 09
How To Manage Stress And Time Workbook For 4 16 09How To Manage Stress And Time Workbook For 4 16 09
How To Manage Stress And Time Workbook For 4 16 09satyam mishra
 
Sexual Harassment Employee Powerpoint
Sexual Harassment Employee PowerpointSexual Harassment Employee Powerpoint
Sexual Harassment Employee Powerpointsatyam mishra
 
Industrial Relations Law
Industrial Relations LawIndustrial Relations Law
Industrial Relations Lawsatyam mishra
 

More from satyam mishra (20)

Recruitment Strategy
Recruitment StrategyRecruitment Strategy
Recruitment Strategy
 
Introduction To Industrial Relation
Introduction To Industrial RelationIntroduction To Industrial Relation
Introduction To Industrial Relation
 
Introduction To Industrial Relation.2ppt
Introduction To Industrial Relation.2pptIntroduction To Industrial Relation.2ppt
Introduction To Industrial Relation.2ppt
 
Hrm
HrmHrm
Hrm
 
Chapter 01 Slides 4e
Chapter 01 Slides 4eChapter 01 Slides 4e
Chapter 01 Slides 4e
 
Benefits Under Epf.Ppt
Benefits Under Epf.PptBenefits Under Epf.Ppt
Benefits Under Epf.Ppt
 
Benefits Under Esi
Benefits Under EsiBenefits Under Esi
Benefits Under Esi
 
Softskill
SoftskillSoftskill
Softskill
 
Time Stress
Time StressTime Stress
Time Stress
 
Supervisors Briefing 2007 Program Changes Final4 30 072
Supervisors Briefing 2007 Program Changes Final4 30 072Supervisors Briefing 2007 Program Changes Final4 30 072
Supervisors Briefing 2007 Program Changes Final4 30 072
 
Stress Managementonline
Stress ManagementonlineStress Managementonline
Stress Managementonline
 
Stressbusters
StressbustersStressbusters
Stressbusters
 
Stress
StressStress
Stress
 
Stress Management
Stress ManagementStress Management
Stress Management
 
Media,9750,En
Media,9750,EnMedia,9750,En
Media,9750,En
 
How To Manage Stress And Time Workbook For 4 16 09
How To Manage Stress And Time Workbook For 4 16 09How To Manage Stress And Time Workbook For 4 16 09
How To Manage Stress And Time Workbook For 4 16 09
 
Sexual Harassment Employee Powerpoint
Sexual Harassment Employee PowerpointSexual Harassment Employee Powerpoint
Sexual Harassment Employee Powerpoint
 
Ppt On Ir
Ppt On IrPpt On Ir
Ppt On Ir
 
Labour Laws 1
Labour Laws 1Labour Laws 1
Labour Laws 1
 
Industrial Relations Law
Industrial Relations LawIndustrial Relations Law
Industrial Relations Law
 

Recently uploaded

L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersPlan Writers
 
The 10 Most Influential Women Making Difference In 2024.pdf
The 10 Most Influential Women Making Difference In 2024.pdfThe 10 Most Influential Women Making Difference In 2024.pdf
The 10 Most Influential Women Making Difference In 2024.pdfInsightsSuccess4
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsWristbands Ireland
 
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxKrutik Rakade
 
EPC Contractors aspects Presentation.pdf
EPC Contractors  aspects Presentation.pdfEPC Contractors  aspects Presentation.pdf
EPC Contractors aspects Presentation.pdfGiuseppe Tommasone
 
HOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGHOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGNATHAN SPEAKS
 
Young Woman Entrepreneur - Kaviya Cherian
Young Woman Entrepreneur - Kaviya CherianYoung Woman Entrepreneur - Kaviya Cherian
Young Woman Entrepreneur - Kaviya CherianCDEEPANVITA
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPanhandleOilandGas
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabiaopstechsanjanasingh
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024believeminhh
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfmeftaul987
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Jake Truemper
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondBoundify
 
Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills sgodxzyrox
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesLPI ONG
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfLouis Malaybalay
 
10 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 202410 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 2024Nate Evans
 
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeOlympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeStephenKim86
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersFlyyx Tech
 

Recently uploaded (20)

L-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan WritersL-1 VISA Business (Plan Sample) - Plan Writers
L-1 VISA Business (Plan Sample) - Plan Writers
 
WAM Corporate Presentation Mar 12 2024.pdf
WAM Corporate Presentation Mar 12 2024.pdfWAM Corporate Presentation Mar 12 2024.pdf
WAM Corporate Presentation Mar 12 2024.pdf
 
The 10 Most Influential Women Making Difference In 2024.pdf
The 10 Most Influential Women Making Difference In 2024.pdfThe 10 Most Influential Women Making Difference In 2024.pdf
The 10 Most Influential Women Making Difference In 2024.pdf
 
Green Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly ProductsGreen Innovations: Wristbands Ireland's Eco-Friendly Products
Green Innovations: Wristbands Ireland's Eco-Friendly Products
 
NVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptxNVIDIA's overall business overview Presentation.pptx
NVIDIA's overall business overview Presentation.pptx
 
EPC Contractors aspects Presentation.pdf
EPC Contractors  aspects Presentation.pdfEPC Contractors  aspects Presentation.pdf
EPC Contractors aspects Presentation.pdf
 
HOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETINGHOW TO START EARNING WITH AFFILIATE MARKETING
HOW TO START EARNING WITH AFFILIATE MARKETING
 
Young Woman Entrepreneur - Kaviya Cherian
Young Woman Entrepreneur - Kaviya CherianYoung Woman Entrepreneur - Kaviya Cherian
Young Woman Entrepreneur - Kaviya Cherian
 
PHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 FinalPHX Corporate Presentation March 2024 Final
PHX Corporate Presentation March 2024 Final
 
Mist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi ArabiaMist Cooling & Fogging System Company in Saudi Arabia
Mist Cooling & Fogging System Company in Saudi Arabia
 
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
The Vietnam Believer_Newsletter_Vol.001_Mar12 2024
 
A Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdfA Case Study On SQUARE GROUP Bangladesh.pdf
A Case Study On SQUARE GROUP Bangladesh.pdf
 
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
Reframing Requirements: A Strategic Approach to Requirement Definition, with ...
 
Optimize Your CRM Customization and Beyond
Optimize Your CRM Customization and BeyondOptimize Your CRM Customization and Beyond
Optimize Your CRM Customization and Beyond
 
Digital Marketing Training Program skills s
Digital Marketing Training Program skills sDigital Marketing Training Program skills s
Digital Marketing Training Program skills s
 
Dashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de OperacionesDashboards y paneles - CP Home - Area de Operaciones
Dashboards y paneles - CP Home - Area de Operaciones
 
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdfCORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
CORPORATE SOCIAL RESPONSIBILITY - FINAL REQUIREMENT.pdf
 
10 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 202410 Tips for Great Teams CSUN Conference 2024
10 Tips for Great Teams CSUN Conference 2024
 
Olympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness GaugeOlympus 38DL Plus Ultrasonic Thickness Gauge
Olympus 38DL Plus Ultrasonic Thickness Gauge
 
How The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K SubscribersHow The Hustle Milestone Referral Program Got 300K Subscribers
How The Hustle Milestone Referral Program Got 300K Subscribers
 

Perfappasamanagementtool

Editor's Notes

  1. Speaker’s Notes!
  2. A list of criticisms and suggestions for improvement aren’t worth much without a plan for accomplishing them TRUE – later this afternoon we’ll discuss the concept of SMART goals and the importance of having goals/plans when using a performance appraisal.
  3. Individuals must have both the ability and the desire if they are to change their behaviors. TRUE – many managers assume that people have both the desire and ability to perform. Don’t assume! Always find out through face to face communication. When do people often find out that they’re not doing what’s expected of them? At the performance appraisal meeting. This is NOT the time to find this out. Communication should be ongoing, continuous in both directions.
  4. Strong performers have no desire to change False – these individual often have a greater desire to change than your average performers. They want greater challenges to motivate them. Many strong performers, when NOT challenged, will leave to find a job where they will find challenges.
  5. Goals of session To review the performance appraisal document and process -- We’ll review not only the current document used at AU, but also review some of the common errors that influence your ability to evaluate correctly and accurately. To prepare fair and accurate evaluations – we’ll briefly discuss some of the legal implications to evaluations, and we’ll have an exercise to see how you handle certain HR decisions. To learn to use the performance appraisal meeting as a mentoring opportunity – we’ll review just what the concept of “mentoring” means and how you can use “positive reinforcement” to motivate those who report to you To learn how to create performance plans and monitor results – we’ll review the methods and ideas for generating plans and then monitoring throughout the appraisal timeframe whether these plans are being achieved or not
  6. Hand out a blank form to each
  7. We all know the University mission…if Loraine Scott were here, I’d ask her to lead us in unison. Your department may or may not have a written mission. If you don’t, you may want to think about spending a department meeting creating one, it does help everyone in staying on the same page.
  8. Overall, the performance evaluation has 4 parts… The achievements and behaviors related to indiv, dep[t and institutional performance. This section contains consistent statements for all employees, to give some measurements based on similar benchmarks. We’ll talk more about the annual performance goals, this is where the process becomes individualized. And Are the scoring summary, signatures, and comments sections
  9. … .. This is the job specific section, look to your job descriptions, you and the employee need to have a clear understanding of what the job entails Service and respect – we all are responsible to provide good service to our coworkers, students, etc.
  10. This section deals with the overall role within the University. Collaboration is working together across departments, Adaptability is the willingness to change to accommodate changing needs, flexibility Representative – we are ALL representing the University. We may do it in different ways at different levels. This is everything from helping direct a parent and prospective student in how to get from Eckhart to Dunham, to community involvement, to interacting with students during the day.
  11. The form is sent to you as a blank document. You’ll want to refer to last year’s to see the goals that were set at that point. Last year we learned that the setup here was awkward. We haven’t redesigned the form at this point, we want to use the form ‘as is’ for 2 years so that we can better assess what works and what doesn’t. Don’t worry, though, about fitting goals into categories, it is the setting and monitoring that is important.
  12. I like this saying, its easy to remember and makes sense. Specificity is important in clarifying what’s expected. What good is a goal if it cannot be measured? Action orientation helps both you and the employee understand who will do what to accomplish the goal. Realistic – “ending world hunger” is a lofty, challenging goal. But realistic? Time oriented – a goal with no finish line isn’t a goal.
  13. If you know the plan, you can work together. I’ve never seen a year go by where my goals at the end of a 12 month period were the same as when the year started. Flexibility and collaboration are essential. When one goal goes out the window, another one will probably take its place all too quickly!
  14. Note that these are all measurable. On the firs tone, if they had a 10% increase, they were close but didn’t meet the goal. If they had a 15% increase, they exceeded it.
  15. No matter how much you understand your current PA document, you need to realize its very easy to unconsciously commit serious errors when filling out the form – especially when there’s any type of rating involved, like our 1-5 scale. Let’s review some of the most common errors managers commit when completing an evaluation form. Most people do this w/o even recognizing these errors are occurring. The most common include: Halo effect: when you have an overall ‘global’ impression of the indiv and this impression influences your evaluation of the key criteria. For example, I think Fred’s a great guy, so I’ll rate him positively on all criteria—ignoring the specific criteria and rating on how well you like him. Leniency/severity: these are 2 extremes of the same type error. Lenience occurs when you rate the employee as “+” on all criteria—not due to general liking. It often occurs when a sup doesn’t like to give neg feedback, they’d rather avoid dealing with consequences. It also occurs when the manager feels if all ee’s in her area are ‘above avg’, then it will reflect +ly on her mgt ability Severity is just the opposite – indiv is rated below avg on all criteria. This often happens if a manager has received a poor eval – a type of retaliation.
  16. Before we get into the legal aspects of appraisals, we thought we’d share with you some actual quotes found in fedaral performance evaluation documents (these may explain a LOT...) and then do an exercise. * Donated his brain to science before he was done using it. * The wheel is moving but the hamster is dead ...my favorite... * This young lady suffers from delusions of adequacy * Since my last report this employee has reached rock bottem and has started to dig. Obviously, these comments are NOT recommended on the appraisal document!
  17. Appraisals are legal documents. As you’ve just seen, having well-written appraisals can be the basis for actions that will be supported if legally challenged. Here’s a few tips...
  18. * Focus on behavior, not the individual. ...it isn’t “Sue is lazy.” It is “sue does not complete work in a timely manner.” with appropriate examples. * Be fair -- remember appraisal errors. I’ve worked with various agency Boards over the yeras, and as an HR person on the Board, end up advising the Exec Dir on HR related issues. One director had a performance problem with an employee, and was doing her eval, from which to create a performance improvement plan. The eval was a LONG one, a laundry list specific to that job. The ED had given points from 1 though 5, no problem with central tendency! She recognized the ee’s strong points and weak points equally. THAT was a good appraisal! * Consistent/continuous feedback --appraisals should NEVER be surprises! * Document -- eg “Sue’s” performance. If it isn’t documented, it didn’t happen. * Anyone can sue these days. If you had a charge from the IDHR or EEOC, what could you bring to a fact finding? Would your documentation be as clear as the ED’s I worked with? Would you be able to show that your decisions had basis in fact?
  19. What is a Mentor? We’re not talking about formal mentoring a found in many large organizations, but instead the type of informal mentoring that you can do with your employees. Each of you is a type of mentor to your workforce. How does it work?
  20. A mentor * Provides coaching/encouragement -- mentors are NOT pals, they’re teachers and coaches, you provide guidance to others. * Protects protege from adverse forces -- I’m guessing it doesn’t occur at AU very often, but in many firms there are individuals waiting in the wings to “get” another ee. AS a mentor, you attempt to protect or warn your ee’s of those individuals. * Encoruage positive advancements/assignments -- mentors aren’t afraid to “let good people go” -- they encourage their movement into other areas. * Role models appropriate behaviors -- this is probably the most important thing a mentor can do -- show his or her workers the proper way to perform and act within the organizaiton. Unfortunately, with some key firms today we’ve had mentors (like Ken Lay from Enron) role model inappropriate behaviors and performance. The key to mentoring is trust, it is time consuming to build that trust, but worthwhile.
  21. As a mentor, you need tokeep in mind the following ideas... * your role is to coach and guide, not to take over, not to give the answer even if that might be faster and easier for you. * your role is to give guidance so that itne individual can develop * In every mentoring relationship I’ve participated in, I’ve learned just as much from my mentee as they’ve stated they’ve learned from me. It is a two way street. * If you have a hiden agenda going in, get rid of it. * Mutual respect and trust are absolutely key to a successful mentoring relationship. Your role as a supervisor is to mentor your employees, and also to encourage them to seek out mentors in other areas, for example, if they need confidence speaking to groups, perhaps Toastmasters would be a good source.
  22. I’d like to spend a little time discussing the use of positive reinforcement. As I mentioned at the beginning of the session, it tends to be human nature that we focus on the ‘negatives’ that people do, and tend to downplay the posibive behaviors and performances we see them exhibit. Positive reinforcement is a technique that’s used ot increase desirable or wanted behaviors.
  23. There are many types of ppositive reinforces, and many of them cost little or no money. They just require a bit of effort on your part.... [LIST] You’d be amazed at how much such things as respect, a “pat on the back”, gift certificates, and so on impact an employee’s behavior. We often think that money is basically the only thing that’s important to employees, but that’s really far from the truth.
  24. When the rewards and positive reinforcement aren’t bringing about the changes you need to see in an ee’s performance, you may need to consider a Performance plan. These are formal methods of assisting the individual ee in meeting their goals. Their objective is to provide the employees with the sturecture, tools, feedback from appropriate individuals (that’s probably you) that will enable teh ee to im0prove performance and to bettercontribute to the goals of the univeristy,
  25. Typcal components: * sometimes all it is is a missing skill. Better understanding of EXCEL may assist Mary in completing her work on a timely basis and meeting the departmental goals. * Monitoring is essential. Remember, if it isn’t documented, it didn’t happen. * Mentoring -- sometimes someone else can click into the person’s learning better than the supervisor. We all have different learning styles, and can benefit from input from other sources. * Constant feedback, informal as well as formal meeting times will be essential tothe success of a performance plan * What did I say a minute ago? If it isn’t documented, it didn’t happen. Documentation is absolutely essential.
  26. The procedure for a formal PIP: 1. Informan documented discussions. What I usually do is go into a discussion with a preplanned agenda, but I don’t give the person something at that point. After the discussion, I summarize what we both said, what we decided, and give the ee a copy. We agree as to whether my interpretation captures what we discussed. 2. Written performance plan with a timeframe. Timeframes differ by the complexity of the issue. The goal is to get the person back on track. 3. Final warning 15-30 days prior to the end of the timeframe if the person just isn’t cutting it. You’ll have solid documentation of your attempts to assist. 4. Termination is the result if the person can’t achieve the goals stated. Questions?