performance management lecture 1

1. Teaching methodology
Dr. Salman Iqbal

2. 1 2 3 4 5
Notes/slides/material
Two way communication
01
02
03
Assignments: relevant topics and project
04
Diagrams
05
Learning by practice
and
Student engagement
Class teaching practices

3. Students’ engagement
Class Presentations
Academic short
clips and
discussion
LinkedIn
communication
Role
playing/class
activities

4. 1 2 3 4 5
Course outline
Assessments marks
01
02
03
04
Diagrams
05
Next week class activity
and Topic 2
Class Agenda Week 1
HR related discussion
HR strategy
AI and HR
Performance and engagement
Overview of performance

5. Assessments

6. • Human resource mean
• Resources?
• Capital
• Some Challenges for HR
managers

8. Future Challenges

9. Web 1.0
Artificial intelligence

10. Food for thought
Performance reviews is a
technical process or a social
process?
Can we place employees in a
grading box?

11. Future HR role

14. Manual work to knowledge work

15. To improve the performance
HR Managers Change The EMPLOYEES’
PERCEPTIONS
Why perceptions are important?

16. Future HR role

19. Manual work to knowledge work

22. HR and ARTITIFICIAL INTEGENCE
• In 1950 Alun wrote a paper about computer, machine
and intelligence with a question Can machine think?
• In 1956 term coined by john McCarthy as artificial
intelligence
• Applications are in customer service, HR practices,
• Available 24x7, fast, accurate but cognitive part is low,
making human lazy

23. Example Navigations, speech recognition, simulators in Air
industry , social media popup ads

24. Large CV screening
Candidate fit

25. Unilever example :AI based recruitment

26. • 1.8 million applications
• 800 vacancy over the year
• 2000 staff was hired for recruitment of the
candidates
Steps
1. Applications played online games as an
aptitude testing
2. Risk taking games
3. Machine algorithmic based tests
4. Facial tests during machine interview
5. Human involvement and interview series for
only 3500 shortlisted candidates
6. Finally 800 selected

27. HR and PM

28. Corporate and HR Strategy

29. Achieve corporate strategy through Employee Performance

30. • If a telecom company ZONG wants to deliver the
best quality what this means to their employees?
• Translate company strategy into employee
performance

31. Performance: Employee’s
engagement

32. The Employees’ Engagement
Employee engagement is correlated with employees’
performance, and improvements in employee
engagement were associated with significant increases
in product sales, product quality, productivity, safety
incidents at work, retention , lower absenteeism, and
more revenue growth.
The problem is that, depending on the study, only
about few not all of the employees are performance
is up to the mark.
Engaged employees ..“who work with passion and feel
a profound connection to their company,” not-engaged
employees who are essentially “checked out,” and

33. MANAGING EMPLOYEE TURNOVER &
RETENTION
• Turnover, which is the rate at which employees leave the firm-
varies markedly among industries.
• The costs to employers of turnover are high.

34. EMPLOYEE ENGAGEMENT
Engagement refers to being
psychologically involved in,
connected to, and committed to
getting one’s jobs done.
•Reduce employee turnover

35. Sets a good example.
Treats me fairly.
Is a good coach.
Keeps me informed.
Gives me performance feedback.
Recognizes my achievement.
My manager:
Engagement Survey – employees thoughts

37. Class Activity
writeup

38. Choose any company you are well familiar
• What is the company strategy
– Future plans, expansion, low price, quality, more
profits, innovation etc.
• How it will be transformed through people’s
performance
• Motivate, incentives..etc.
• What could the HR strategy
• Recruitment (hiring new staff), training old ones..etc

39. visualization technique

41. Supervision style and Employees’ performance

45. Motivation process

46. Job satisfaction

49. Volunteer participation and results

50. Overview: Performance Management
Week 1 &2

51. Performance Management and Performance Appraisal
• Performance management:
– Dynamic, continuous process.
– Improves organizational effectiveness.
– Strategic goals.
• Performance appraisal: (today I will discuss
briefly)
– Periodic (usually annual) event.
– Formal review.
– Last step in performance management
process.
51

52. Who’s Involved? What Are Their Needs?
• Organization:
– Information.
– Documentation.
• Supervisor:
– Documentation.
– Motivation.
• Employee:
– Feedback.
– Support for career growth.
– Increased compensation.
52

53. Performance Management Goals
• Communication between supervisor and
employee.
• Feedback on performance.
• Documentation.
• Development Goals.
• Alignment with strategic planning goals.
53

54. HR’s Role in Performance Management
• Participate in strategic planning.
• Conduct job analysis.
• Support performance management.
• Design appraisal system.
• Train and support managers.
• Maintain documents.
• Ensure compliance with nondiscrimination laws.
54

55. Performance Management Process
1. Prerequisites.
2. Performance planning.
3. Performance execution.
4. Performance assessment.
5. Performance review.
6. Performance renewal and re-contracting.
55
Planning
Execution
Assessment
Review
Renewal

56. 1. Prerequisites
• Prerequisites:
–Strategic planning.
–Job analysis.
56

57. 2. Performance Planning
• Employees must have thorough knowledge of
the performance management system.
• Meeting between employee and manager.
• Set SMART goals and measurement
standards:
– Results.
– Behavior.
– Developmental plans.
57

58. 3. Performance Execution
• Shared responsibility
– Employee responsibility:
 Commitment to established goals.
 Communication and update with manager.
– Manager responsibility:
 Feedback, coaching and reinforcement.
 Resource support.
 Accurate observation and documentation.
58

59. 4. Performance Assessment and Appraisal
• Who should appraise?
– Supervisors.
– Peers and team members.
– Subordinates.
– 360 degree feedback.
59

60. What About the Employee?
Should employees do self-
appraisals?
60

61. Performance Appraisal discussion
problems, methods, documentation
61