mm bagali...... HR...... HRM..... Productivity......Performance management
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mm bagali...... HR...... HRM..... Productivity......Performance management
- 1. Module 4.5.6 Performance Management and Appraisal
- 2. The concepts Performance Management and Appraisal
- 3. Why review performance Where to Development Competitive Environment Market Condition Long Standing Search for Greater Productivity Quality Products / Services Globalization of Market Administrative Purpose
- 4. Nature Performance management: – Dynamic, continuous process – Improves organizational effectiveness – Strategic goals Performance appraisal: – Periodic (usually annual) event – Formal review – Last step in performance management process
- 5. Importance 70% employers expect attrition after appraisals 70% expect some employees to leave as a result of dissatisfaction with appraisals Reference: Times of India, 27th March, 2013, page: 4
- 7. Focused !!!! SS Specific MM Measurable AA Aligned with org goals RR Realistic and Result oriented TT Time limited
- 8. PM advantage Retention Motivation Image Brand Self Esteem Behavior Talent Management Productivity
- 9. Performance Management Goals Communication between supervisor and employee Feedback on performance Documentation Development Goals Alignment with strategic planning goals
- 10. 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 Provide employee due process Ensure integrity of the system
- 11. Conditions for Performance ?? Management Managers Support system Oppournity Governance
- 12. What is performance measurement? Performance measurement is the process of …. measuring efficiency effectiveness capability of an action or a process or a system against given norm or target
- 13. Performance Management Process 1. Prerequisites 2. Performance planning 3. Performance execution 4. Performance assessment 5. Performance review 6. Performance renewal and re-contracting
- 14. Prerequisites: – Strategic planning – Goals – Vision – Mission – Objectives – Job analysis – Job Study – JD
- 15. 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
- 16. Practice writing SMART performance objectives: – S – Specific – M – Measurable – A – Attainable – R – Realistic – T – Timely
- 17. 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
- 18. Types and Who should appraise? – 360 degree feedback – Self – Peer – BARS – Forced Paired – Supervisors – Peers and team members – Subordinates
- 19. Should employees do self-appraisals? Why How When Where How
- 21. Graphic rating scale Ranking method Forced distribution method Critical incident method Essay method BARS–behaviorally anchored rating scale MBO–management by objectives
- 22. Essay BARS Field 3600 Man to Man Trait Assessment Group Appraisal Socio-gram approach Personal Review Videotape Graphic Assessment Centre Checklist Critical Incidence Evaluation Ranking MBO and Self
- 24. Appraiser discomfort Strictness/leniency Bias and lack of objectivity Manipulating the evaluation Halo/horns effect Central tendency error Recent behavior / recency Supervisor unable to observe behavior
- 25. Other issues Who is Appraising What is Appraised When to Appraise Where to Appraise How much to Appraise Why to Appraise Whom to Appraise What not to appraise
- 26. Getting Ready for the Interview
- 27. Explain the purpose of the interview Discuss self-appraisal Share ratings and explain rationale Discuss development plans Employee summary Rewards discussion (if appropriate) Set follow-up meeting Employee signature Supervisor recap Appeals process
- 29. Issues With Performance Management
- 30. Legal issues Untrained raters Rater errors Rater distortion No grievance procedure
- 31. Who is responsible for Performance
- 34. Poorly Implemented PM Systems
- 35. False and misleading information Increased turnover Wasted time and money Damaged relationships Decreased motivation Job dissatisfaction Risk of litigation Unfair standards