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Performance Management
 

Performance Management

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    Performance Management Performance Management Presentation Transcript

    • Nova Southeastern University facilitated by: Aaron Greenberg and Maureen Simunek-Appelt Office of Human Resources Performance Management: Focus on Performance Appraisals
    • Course Objectives
      • After completing this workshop, the learner will be able to:
              • Understand NSU ’ s performance rating scale
              • Fill out a Performance Appraisal Form
              • Conduct meaningful performance appraisal discussions
              • Be prepared for some common challenges of the appraisal process
              • Set effective goals with employees
    • Your Experience
      • Think about your last review:
        • What thoughts come to mind?
        • What went right, what went wrong?
    • An iterative process of goal-setting, communication, observation and evaluation to support, retain and develop exceptional employees for organizational success. Performance Management Communicate Observe Evaluate Set Goals
    • Why Manage Performance?
      • Curb or redirect non-productive activities
      • Encourage and reward behaviors aligned with organizational mission and goals
      • To reach organizational mission and goals
    • What do Employees Expect?
      • Clear expectations
      • Positive/constructive feedback on a regular basis
      • Involvement in goal setting
      • Be treated fairly and consistently
      • Sharing of information and resources
      • Job/career enrichment opportunities
    • Planning for the Process
      • Review employee’s job description
      • Understand the performance measurement system
      • Review notes from the year
      • Understand employee expectations
    • Types of Appraisal Forms
      • Exempt
      • Exempt Managerial
      • Non-Exempt
      • Senior Administrator
      • Forms are available online at:
      • http://www.nova.edu/cwis/hrd/ohrforms.html
    • Rating Scale
      • 4 - Excellent (Exceeds Standards)
      • 3 - Good (Fully Meets Standards)
      • 2 – Acceptable (Usually Meets Standards)
      • 1 – Unsatisfactory (Fails to Meet Standards)
    • Excellent ( Exceeds Standards )
      • Clearly considered to be exceptional performers.
      • Consistently exceed the communicated expectations of the job function, responsibility or goal.
      • Demonstrate unique understanding of work beyond assigned area of responsibility.
      • Identify needs and provide unique, innovative and workable solutions to problems. 
      • Achievements and abilities are obvious to subordinates, peers, managers and customers.
    • Good ( Fully Meets Standards )
      • These employees are “on track” and fully achieve expectations.
      • Independently and competently perform all aspects of the job function, responsibility, or goal.
      • Performance consistently meets the requirements, standards, or objectives of the job.
      • Occasionally exceeds requirements.
      • Recognizes, participates in, and adjusts to changing situations and work assignments.
    • Acceptable (Usually Meets Standards)
      • Generally meet expectations required for the position.
      • Competently perform most aspects of the job function, responsibility or goal.
      • May require improvement in one or two areas of consistent weakness.
      • Employee requires coaching in a weak area or may need additional resources or training to meet expectations.
    • Unsatisfactory (Fails to Meet Standards)
      • Employees with this rating fail to satisfactorily perform most aspects of the position (or function).
      • Performance levels are below established requirements for the job.
      • Employee requires close guidance and direction in order to perform routine job duties.
      • Performance may impede the work of others and the unit.
      • A performance improvement plan must be submitted to OHR.
    • Scheduling the Meeting
      • Notice
      • Location
      • Self-evaluation
        • Appropriate form
        • Comments
      • Supervisory approval
    • Filling out the Form
      • Review notes
      • Behaviors vs. value judgments
      • Align categories on form with employee’s job responsibilities
      • Optional categories
      • Set goals
    • Setting Effective Goals
      • Quick Tips
        • S.M.A.R.T. Goals
          • Specific
          • Measurable
          • Achievable/Agreed Upon
          • Relevant
          • Time-bound
        • Aligned
        • Adjustable
      Communicate Observe Evaluate Set Goals
    • Common Mistakes
      • Labeling
      • Recency
      • Central Tendency
      • Leniency
      • Horns/Halo Effect
      • Constancy
      • Similarity
    • Performance Appraisal Practice
      • Review Performance Appraisal for items that are:
        • Under-rated
        • Over-rated
        • Poorly stated
      • Refer to employee background
      • Rewrite Performance Appraisal using tools reviewed today
      • Make sure to fill out the form completely including the Goals section
    • Common Performance Appraisal Challenges
    • Conducting the Meeting
      • Review rating system
      • Discuss employee’s self review
      • Let employee talk
      • Be aware of all three parts of the messages you send:
        • Words
        • Tone
        • Body Language
      • Stay focused on performance
    • Dates to Remember
      • Appraisals due to your HR contact before May 1, 2009
      • Review form with HR contact before meeting with employee
      • No reclassifications between April 1 and July 31, 2009