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HR Management 4. Gestione delle Performance

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Performance Management Cycle e le Stime
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HR Management 4. Gestione delle Performance

  1. 1. 1 Employee Performance Management
  2. 2. 2 Why Performance Appraisal?Why Performance Appraisal? • Appraisal provide information upon which promotion and salary decision can be made. • Appraisal provide an opportunity for a manager and his/her subordinates to sit down and review the subordinate’s work-related behavior, and then develop a plan for corrective action. • Appraisal provide a good opportunity to review the person’s career plans in light of his/her exhibited strengths and weaknesses.
  3. 3. 3 Performance Management CyclePerformance Management Cycle Performance Planning (Setting Performance Targets) Regular Review and Monitoring Feed backFeed back CorrectiveCorrective ActionAction Performance Appraisal and Evaluation • Training & Development Plan • Salary/Bonus Adjustment • Career Development
  4. 4. 4 Performance Management CyclePerformance Management Cycle DefiningDefining PerformancePerformance Standard/Standard/ TargetsTargets AppraisingAppraising PerformancePerformance ProvidingProviding Feedback forFeedback for DevelopmentDevelopment 1.1. Defining the performanceDefining the performance standards means making sure that you and your subordinate agree on his/her duties and targets that you expect 2.2. Appraising performanceAppraising performance means comparing your subordinate’s actual performance to the standard/targets set in step one. 3.3. Providing feedbackProviding feedback means discussing plans for any development that is required.
  5. 5. 5 Problems in Performance AppraisalProblems in Performance Appraisal Lack ofLack of standardsstandards Irrelevant orIrrelevant or subjectivesubjective standardsstandards PoorPoor measures ofmeasures of performanceperformance PoorPoor feedback tofeedback to employeeemployee NegativeNegative communicationcommunication Failure toFailure to applyapply evaluationevaluation datadata Common Performance Evaluation ProblemsCommon Performance Evaluation Problems
  6. 6. 6 Bias in the Appraisal ProcessBias in the Appraisal Process HaloHalo EffectEffect The "halo" effect occurs when a supervisor’s rating of a subordinates on one trait biases the rating of that person on other traits CentralCentral TendencyTendency A tendency to rate all employees the same way, such as rating them all average
  7. 7. 7 LeniencyLeniency The problem that occurs when a supervisory has a tendency to rate all subordinates either high or low BiasBias The tendency to allow individual differences such as age, race, and sec affect the appraisal rates these employees receives. Bias in the Appraisal ProcessBias in the Appraisal Process
  8. 8. 8 Performance appraisal elements has two main categories: 2. Performance Result: Hard or quantitative aspects of performance (result) 1. Competencies: It represents soft or qualitative aspects of performance (process) Performance Appraisal ElementPerformance Appraisal Element
  9. 9. 9 1.1. Competencies ScoreCompetencies Score 2. Performance Result2. Performance Result ScoreScore Overall ScoreOverall Score Will determine the employee’s career movement, and also the reward to be earned Performance Appraisal ElementPerformance Appraisal Element
  10. 10. 10 Element # 1 : CompetenciesElement # 1 : Competencies Basic Intermediate Advanced Expert Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Actively listens, and clarifies understanding where required, in order to learn from others. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Responds promptly to other team members’ needs. Balances complementary strengths in teams and seeks diverse contributions and perspectives. Actively builds internal and external networks. Builds internal and external networks and uses them to efficiently to create value. Involves teams in decisions that effect them. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Uses cross functional teams to draw upon skills and knowledge throughout the organization. Encourages co-operation rather than competition within the team and with key stakeholders. Builds and maintains relationships across The company. Drives and leads key relationship groups across The company. Manages alliance relationships through complex issues such as points of competing interest. Ensures events and systems, eg IT, for collaboration are in place and used. Draws upon the full range of relationships (internal, external, cross The company) at critical points in marketing and negotiations. Competency : CollaborationCompetency : Collaboration
  11. 11. 11 No. Main Performance Target Target to be Achieved 1 Conduct an assessment of the All employees submit their performance assessment form employee's performance on time 2 Improve the system for Target : completed 100 % performance assessment in November 2008 3 Conduct training activities Target : to conduct 6 training modules in one year 4 Carry out on the job training Target : 90 % of the total employees activities who attend the training experience an increase in skill and knowledge Element # 2 : Performance ResultsElement # 2 : Performance Results Target should be measurable andTarget should be measurable and specificspecific

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