Performance Management [PPT]

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This slideshow explains the need for performance management, talks about talent management, assessment service offerings and testing tools(personality base, function based, etc.). 360 degree feedback system has been discussed in detail: What it is, what are its benefits and how's it different from the traditional feedback system. It also talks about 360 degree competency assessment and how does it help managers. The books referred to have been mentioned at the end. Hope it proves to be useful to you. :)

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Performance Management [PPT]

  1. 1. 2011<br />PERFORMANCE MANAGEMENT<br />360O FEEDBACK SYSTEM<br />Neepa Sharma<br />
  2. 2. INTRODUCTION<br />Performance<br />Management Needs<br />
  3. 3. Identification of<br /> Star Performers <br />
  4. 4. To identify high potential employees/ star performers from various managerial levels in order to groom them for leadership positions in the future<br />To incorporate an assessment process which is scientific, standardized and fair so as to demonstrate credibility of the process and gain confidence of all related stakeholders<br />
  5. 5. 2. Leadership development <br />
  6. 6. To identify the strengths and weaknessesof key employees and to identify their development needs so as to plan and implement focused developmental initiatives<br />To develop a robust and sustainable leadership pipeline, so as to enable the organization to effectively pursue and achieve its business objectives<br />
  7. 7. TALENT MANAGEMENT<br />
  8. 8. Person-Job Fit<br /> By matching the right personality with the right job in the right organization you can achieve a better synergy and avoid pitfalls such as high turnover and low job satisfaction.<br />
  9. 9. Client-Specific Competencies<br /> Identify specific competency strengths and limitations that can be used as a starting point for identification of training needs and development at your company. <br />
  10. 10. Talent Potential<br /> Identify current and future star performers through commonly desired talents such as sales potential, leadership potential, and creative potential. <br />
  11. 11. Leadership Style<br />Get to know your future leaders so you can make better placement decisions, ensure that their style matches an assignment or team, and provide them with an awareness of how their style will be perceived by others. <br />
  12. 12. Big 5 Narrative Detail<br />Gain deeper insights into an employee's expected behaviors, motivators, and interpersonal style through interpretive information that describes the employee's tendencies along the Big 5 Global Factors. <br />
  13. 13. The Big 5 Factors:<br /><ul><li>Openness to experience
  14. 14. Conscientiousness
  15. 15. Extraversion
  16. 16. Agreeableness
  17. 17. Neuroticism</li></li></ul><li>ASSESSMENT SERVICE OFFERINGS<br />
  18. 18. COMPETENCY MAPPING<br />Identifying key competencies for a job and incorporating them throughout various processes of the organization (job evaluation, training, recruitment).<br />The competency is defined as a behavior (communication, leadership) rather than a skill or ability.<br />
  19. 19.
  20. 20. In House/Public Orientation & Certification Programs in 16PF<br /> It’s a concept based on 16 Personality Factors, measured by the 16PF Questionnaire, derived using factor-analysis by psychologist Raymond Cattel.<br />
  21. 21. <ul><li>6 different reports of the same person can be generated.
  22. 22. It has a reliability Index of 0.85 and has established validity Indices.</li></li></ul><li>Organization Climate Study<br /> The process of quantifying the “culture” of an organization. It is a set of properties of the work environment, perceived directly or indirectly by the employees, that is assumed to be a major force in influencing employee behavior.<br />
  23. 23. 360 o Competency Based Assessment<br />Discussed later..<br />
  24. 24. And…<br />
  25. 25. Wide variety of Testing Tools<br />
  26. 26.
  27. 27. The Occupational Personality Questionnaire (OPQ) provides in-depth information on how individuals fit within a work environment, how they will work with others and their performance potential against job competencies. <br />
  28. 28. RPQ is one of the most rigorously validated and respected psychometric tools available for both:<br />Employee development in the form of RPQ1<br />Selection in the form of RPQ2.<br />
  29. 29.
  30. 30. The CS7 (Customer Service Questionnaire) identifies whether a person is likely to be successful in customer services and what his or her relative strengths and weaknesses are. <br />
  31. 31. Self-report personality questionnaire-The candidates complete the questionnaire in their own time via the Internet.The questionnaire is devised to measure personality traits that are likely to have an impact upon success or failure in a variety of sales roles across all industries. <br />
  32. 32.
  33. 33. These types of questionnaires try to rate how conditions found in the workplace could affect employees’ motivation (i.e. whether an employee would work harder or not in a given situation).<br />
  34. 34. This easy to administer 15-minute test quickly gathers critical insights into how an individual’s interpersonal needs can shape his or her interactions with others.<br />
  35. 35. The tool helps to analyze team membership roles, as a check for potential strengths and weakness within a team.<br />
  36. 36. And…<br /><ul><li>Executive Profile Survey
  37. 37. Comprehensive Abilities Battery – Series of Aptitude tests
  38. 38. Creativity and Strategic Innovation Test Modules</li></li></ul><li>360 o FEEDBACK<br />
  39. 39. What is 360o Feedback?<br /> Also referred to as multi-rater appraisal, multi-source feedback or 360 degree profiling. It is a confidential process where a participant receives anonymous skill evaluationsfrom a circle of stakeholders (peers, direct reports, a supervisor, etc). The results help determine the participant's priorities for development.<br />
  40. 40. Benefits of 360O Feedback<br />
  41. 41. <ul><li>Broader Scope of Feedback: </li></ul>Feedback is received from all key stakeholders, not just a supervisor, providing a well-rounded view of how others perceive a participant's efforts.<br />
  42. 42. <ul><li>Fair Feedback: </li></ul>The 360 process is conducted in a confidential setting so raters can provide accurate and honest feedback. If there are only a few rater surveys, the results are combined in order to obscure rater identity.<br /> <br />
  43. 43. <ul><li>Self Awareness: </li></ul>Results are presented in a complete report that highlights the strengths and weaknesses of a participant's skills in a given set of competencies. It gives the participant a clear and accurate picture of their performance that could not be seen otherwise.<br />
  44. 44. <ul><li>Self-Development: </li></ul>Getting a clear picture of performance helps identify weaknesses that need to be improved as well as strengths that can be leveraged. Knowing the skills that need improvement is the first step towards creating a plan of development for short and long term.<br />
  45. 45. <ul><li>Reduces Costs and Turnover:</li></ul>360o feedback facilitates an environment that encourages self-development, which leads to job satisfaction. This minimizes turnover and the costs associated with replacing employees.<br />
  46. 46. Other benefits:<br /><ul><li>Provides quantifiable data on soft skills
  47. 47. Increases communication
  48. 48. Supports teamwork
  49. 49. Increases team effectiveness</li></li></ul><li>Traditional Feedback System<br />SUPERVISOR<br />ME<br />
  50. 50. 360oFeedback<br />System<br />ME<br />
  51. 51. 360O Competency Assessment<br />
  52. 52. By assessing existing and aspiring managers on their Leadership qualities<br />the managers willbe able to effectively complete three tasks, mentioned in the following slides…<br />
  53. 53. TASK 1<br />1. Enables existing and aspiring leaders (irrespective of their position in the organizational hierarchy) to gain feedback on how well they are establishing the essential leadership conditions that will encourage others to follow them.<br />
  54. 54. TASK 2<br />2. Develop a personal leadership plan to address each of the leadership conditions, i.e. how they will establish a shared understanding of the environment in which the organization is operating.<br />
  55. 55. Shared understanding of the environment: <br /><ul><li>A shared sense of direction
  56. 56. A shared set of values and a feeling of team
  57. 57. A shared feeling of power </li></li></ul><li>TASK 3<br />3 . When completed a second time, track the progress. This tool can be used to:<br /><ul><li>improve leadership effectiveness,
  58. 58. effect change in the organization and/or
  59. 59. initiate a specific training or development program. </li></li></ul><li>Skills assessed:<br />Planning <br /> Delegating <br />Negotiating <br />Interviewing <br />Communicating <br />Developing Staff<br />Motivating Staff<br />Making Decisions<br />Managing Change<br />Serving Customers<br />Measuring Results <br />Handling Pressure<br />Influencing Others<br />Resolving Conflict <br />
  60. 60. Books Referred<br />Coaching for Performance:<br /> Author: Whitmore John<br /> Edition 3, 2002<br /> Publisher: Brealey Nicholas<br />The Art and Science of 360 Degree Feedback<br /> Author: Lepsinger Richard, Lucia Anntoinette<br /> Edition 2, 2009<br /> Publisher: Pfeiffer<br />
  61. 61. Books Referred<br />The Human Side of Enterprise <br /> Author: Douglas McGregor<br /> Edition 1, 1960<br /> Publisher: McGraw-Hill<br />Catalytic Coaching<br /> Author: MarkleGarold<br /> Edition 1, 2000<br /> Publisher: Praeger Pub Text<br />
  62. 62. Thank You,<br />

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