The document discusses performance appraisals and managing employee performance. It outlines several purposes of performance appraisals including providing feedback to employees, documenting performance, making compensation and promotion decisions, and setting goals. It also discusses different methods for conducting performance appraisals such as rating scales, essays, management by objectives, and critical incidents. Key aspects of managing the performance appraisal process include training managers to conduct appraisals, setting clear performance standards, minimizing rating errors, and using different interview techniques.
The document discusses a performance review process that involves regular check-ins between managers and employees to assess performance, provide feedback and coaching, and set goals. It recommends using a "Red Light, Yellow Light, Green Light" strategy to categorize performance as below average, average or top contribution. The process involves reviewing performance data, documenting strengths and areas for improvement, setting SMART objectives, and providing feedback and expectations for improvement.
Introduction to the Performance Management Principles
A Step by Step Performance Management Process
How to avoid the Common pitfalls
CCMG Templates to maintain a correct and supportive paper trail
The document discusses performance planning and provides guidance on the roles of supervisors and employees in the performance planning process. It covers key aspects of performance planning including preparation, regular check-ins, and final assessments. The performance planning process aims to set clear expectations, provide feedback, and help employees improve their performance and develop their skills.
An introduction to the purpose, concepts and components of Performance Planning and Management. We look at tools for both business unit and individual employee performance.
Introducing Performance Management PowerPoint Presentation Slides showcasing the activities which help an organization to reach its goals. Each slide focuses on the strategies which are helpful in increasing the effectiveness of companies. Highlight the outcomes of productivity and profitability using our PPT slides. Also take into consideration factors such as job analysis, performance appraisal, professional development, staff ability, performance measurement, and behavior management. The presentation also helps you to examine employee interference, business statistics, organizational development, tracking performance expectations in order to attain your target. Describe your business mission and vision, objectives, planning, tasks, and more with ready made designs. Most importantly, let the employees be aware of the actions, policies, schemes and methods and how they can be appraised from that. Optimize your budget and collect a thorough understanding economics portal using these presentation templates. Demonstrate the working of integrated business planning with this ready to use Performance Management PPT. Our PT&s have a convincing effect. Designed to help your team believe n their goals. https://bit.ly/3hsa9Ez
The performance planning process involves three key stages: (1) setting goals, objectives, and standards through a performance plan; (2) discussing the plan between the employee and supervisor; and (3) updating the plan as priorities and goals change. The plan identifies accountabilities, competencies, and professional development goals. Traditionally, the supervisor developed the plan, but now employees have more input and develop their own plans with the supervisor acting as a coach. Regular feedback and meetings help ensure the plan stays up to date.
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
The document discusses a performance review process that involves regular check-ins between managers and employees to assess performance, provide feedback and coaching, and set goals. It recommends using a "Red Light, Yellow Light, Green Light" strategy to categorize performance as below average, average or top contribution. The process involves reviewing performance data, documenting strengths and areas for improvement, setting SMART objectives, and providing feedback and expectations for improvement.
Introduction to the Performance Management Principles
A Step by Step Performance Management Process
How to avoid the Common pitfalls
CCMG Templates to maintain a correct and supportive paper trail
The document discusses performance planning and provides guidance on the roles of supervisors and employees in the performance planning process. It covers key aspects of performance planning including preparation, regular check-ins, and final assessments. The performance planning process aims to set clear expectations, provide feedback, and help employees improve their performance and develop their skills.
An introduction to the purpose, concepts and components of Performance Planning and Management. We look at tools for both business unit and individual employee performance.
Introducing Performance Management PowerPoint Presentation Slides showcasing the activities which help an organization to reach its goals. Each slide focuses on the strategies which are helpful in increasing the effectiveness of companies. Highlight the outcomes of productivity and profitability using our PPT slides. Also take into consideration factors such as job analysis, performance appraisal, professional development, staff ability, performance measurement, and behavior management. The presentation also helps you to examine employee interference, business statistics, organizational development, tracking performance expectations in order to attain your target. Describe your business mission and vision, objectives, planning, tasks, and more with ready made designs. Most importantly, let the employees be aware of the actions, policies, schemes and methods and how they can be appraised from that. Optimize your budget and collect a thorough understanding economics portal using these presentation templates. Demonstrate the working of integrated business planning with this ready to use Performance Management PPT. Our PT&s have a convincing effect. Designed to help your team believe n their goals. https://bit.ly/3hsa9Ez
The performance planning process involves three key stages: (1) setting goals, objectives, and standards through a performance plan; (2) discussing the plan between the employee and supervisor; and (3) updating the plan as priorities and goals change. The plan identifies accountabilities, competencies, and professional development goals. Traditionally, the supervisor developed the plan, but now employees have more input and develop their own plans with the supervisor acting as a coach. Regular feedback and meetings help ensure the plan stays up to date.
Performance review training for managersHelen Joseph
Great managers aren’t born; they’re made. Many new managers need help communicating effectively with employees, giving feedback and taking on a leadership role.
Performance management training always focuses on teaching managers how to accomplish or facilitate work through others, and how to direct and develop their employees.
This document discusses performance planning, which involves managers communicating with employees to set expectations for the upcoming period. Performance planning defines goals and metrics for evaluating employee performance. It is a process where the employee and manager work together to determine what the employee will do in the coming year. Performance planning aims to align employee goals with organizational objectives. It also provides feedback and resources to help employees achieve their goals. Competency mapping identifies the key skills required for jobs. It is linked to performance planning as it helps assign the right people to roles and identify training needs to improve performance.
This document provides an overview of performance management best practices. It discusses setting clear performance standards and goals, providing regular feedback, and using a performance management calendar. The agenda includes defining key terms like job factors, goals, and performance standards. It also addresses reducing biases in evaluations and sample performance logs, forms, and a management calendar. Quizzes are included to check understanding of topics like conducting annual reviews, providing ongoing feedback, and addressing unsatisfactory performance.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
1. The document discusses the importance of performance reviews for aligning employee goals with business objectives and ensuring high performance. However, many companies have dysfunctional review processes.
2. A successful review process includes setting SMART goals, creating action plans, regularly monitoring progress, obtaining objective feedback, and linking performance to compensation. It should not be a single annual event but rather an ongoing dialogue.
3. Training managers is key so they can effectively conduct reviews, provide feedback, and identify development areas for employees. With an effective system in place, companies see benefits like increased motivation, retention, and success.
Performance appraisal process flowchartbradvero675
In this file, you can ref useful information about performance appraisal process flowchart such as performance appraisal process flowchart methods, performance appraisal process flowchart tips, performance appraisal process flowchart forms, performance appraisal process flowchart phrases … If you need more assistant for performance appraisal process flowchart, please leave your comment at the end of file.
Performance management is an ongoing process that aligns employee performance with business goals. It has four key steps: defining goals, planning performance, coaching performance, and reviewing performance. Effective performance management provides employees with direction, benchmarks progress, and builds confidence. Regular feedback is important to motivate employees and address any issues. Formal annual reviews measure what employees have achieved against their goals and assess their behavior and development needs. The goal is to both develop and motivate high performers, as well as address issues with poor performers.
The document outlines the performance management cycle which includes planning, coaching, and evaluating phases. It discusses the purpose of performance evaluations in describing an employee's job performance and how to improve. Various types of evaluations like introductory, annual, special, and corrective action evaluations are also explained. The benefits of performance evaluations for employees and organizations are provided.
Performance management involves setting goals and standards for employees to achieve organizational objectives. It includes performance planning, maintaining performance, diagnosing issues, appraisal, and rewarding employees. Performance planning establishes key result areas, performance measures, and goals for employees. Goals should be specific, measurable, attainable, relevant, and time-bound to guide employee performance and development.
Five easy steps for performance management v07 (1)Nancy Arnold
This document outlines the key components of an effective performance management process: (1) identifying annual performance objectives; (2) determining the skills and behaviors needed to achieve those objectives through professional development; and (3) regularly assessing progress towards objectives and professional development goals through bi-weekly meetings with feedback from managers. The process culminates with an annual assessment of achievement of performance objectives and professional development goals.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
This document outlines the goals and process of a performance management program. It discusses defining job duties and performance standards, providing ongoing feedback, and conducting mid-year and final performance reviews. The performance management cycle involves planning, feedback, and assessment phases. In the planning phase, duties and standards are established in a Job Responsibilities Worksheet. Feedback involves observing and documenting performance, as well as providing ongoing coaching. Mid-year discussions review progress. The assessment phase includes completing a Self-Rating and Discussion Form for the annual performance review.
Performance Managment and Appraisal systemsRajeeta Rajit
1. The document discusses performance management systems and appraisal practices in Indian organizations, outlining how they have evolved from annual confidential reports to more open discussions.
2. It describes the typical components of a performance management system and provides data from a 1982 survey on the purposes of appraisal practices in Indian organizations.
3. Examples are given of interesting appraisal practices followed in different companies as well as practices specific to banks, showing an evolution towards more development-oriented systems.
4. General trends in appraisals during the 1990s are noted, such as continuing use of trait-based formats and a focus on human resource development.
The document discusses performance management systems (PMS), which provide a structured approach to communicate business strategy, establish performance expectations, facilitate management, and measure and motivate performance. A key part of PMS is setting employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals. PMS also includes procedures for addressing underperformance, encouraging development, training managers, and resolving disputes. The goals of PMS are to guide employee efforts, assess individuals, teams, and the organization, and inform decisions around promotions, pay, and training needs.
This training programme provides managers with the skills to effectively conduct employee performance appraisals and give feedback. The programme covers preparing for and planning appraisals, roles and responsibilities of managers, setting objectives, giving feedback, and identifying the key elements of an effective performance review. Trainees will practice conducting appraisals through role plays and receive feedback from observers on their skills. The goal is to enable honest and constructive feedback to help employees improve performance.
The document provides an agenda and timeline for a 2015 performance management training. It outlines evaluating goals from the previous year, establishing new goals, and assessing employees. All performance evaluations must be completed and signed off by managers and employees by June 30th, 2015. The training also covers navigating the performance management system and evaluating competencies, objectives, career paths, and potential.
The document discusses performance appraisals and their purposes. It explains that performance appraisals aim to maintain organizational productivity by linking individual performance to goals. They provide regular feedback and opportunities to discuss strengths and weaknesses. Common purposes of performance appraisals include determining individual compensation and rewards, documenting performance issues, and setting future goals. The document outlines different methods for conducting performance appraisals, such as using rating scales, essays, or management by objectives. It also discusses potential issues like errors in ratings and challenges with the appraisal process.
Performance appraisal Presentation stylish slide that helps u get a full attention of your viewers.. Have a bust.
Make sure you add new things in it.. I didn't cover it fully..
The document discusses performance appraisal for nursing staff. It describes various methods for evaluating employee performance, including supervisor appraisals, self-appraisals, peer appraisals, and using rating scales, checklists, critical incidents, and management by objectives. The objectives of performance appraisal are to provide feedback, determine training needs, make promotion and compensation decisions, and motivate staff.
This document discusses performance planning, which involves managers communicating with employees to set expectations for the upcoming period. Performance planning defines goals and metrics for evaluating employee performance. It is a process where the employee and manager work together to determine what the employee will do in the coming year. Performance planning aims to align employee goals with organizational objectives. It also provides feedback and resources to help employees achieve their goals. Competency mapping identifies the key skills required for jobs. It is linked to performance planning as it helps assign the right people to roles and identify training needs to improve performance.
This document provides an overview of performance management best practices. It discusses setting clear performance standards and goals, providing regular feedback, and using a performance management calendar. The agenda includes defining key terms like job factors, goals, and performance standards. It also addresses reducing biases in evaluations and sample performance logs, forms, and a management calendar. Quizzes are included to check understanding of topics like conducting annual reviews, providing ongoing feedback, and addressing unsatisfactory performance.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
1. The document discusses the importance of performance reviews for aligning employee goals with business objectives and ensuring high performance. However, many companies have dysfunctional review processes.
2. A successful review process includes setting SMART goals, creating action plans, regularly monitoring progress, obtaining objective feedback, and linking performance to compensation. It should not be a single annual event but rather an ongoing dialogue.
3. Training managers is key so they can effectively conduct reviews, provide feedback, and identify development areas for employees. With an effective system in place, companies see benefits like increased motivation, retention, and success.
Performance appraisal process flowchartbradvero675
In this file, you can ref useful information about performance appraisal process flowchart such as performance appraisal process flowchart methods, performance appraisal process flowchart tips, performance appraisal process flowchart forms, performance appraisal process flowchart phrases … If you need more assistant for performance appraisal process flowchart, please leave your comment at the end of file.
Performance management is an ongoing process that aligns employee performance with business goals. It has four key steps: defining goals, planning performance, coaching performance, and reviewing performance. Effective performance management provides employees with direction, benchmarks progress, and builds confidence. Regular feedback is important to motivate employees and address any issues. Formal annual reviews measure what employees have achieved against their goals and assess their behavior and development needs. The goal is to both develop and motivate high performers, as well as address issues with poor performers.
The document outlines the performance management cycle which includes planning, coaching, and evaluating phases. It discusses the purpose of performance evaluations in describing an employee's job performance and how to improve. Various types of evaluations like introductory, annual, special, and corrective action evaluations are also explained. The benefits of performance evaluations for employees and organizations are provided.
Performance management involves setting goals and standards for employees to achieve organizational objectives. It includes performance planning, maintaining performance, diagnosing issues, appraisal, and rewarding employees. Performance planning establishes key result areas, performance measures, and goals for employees. Goals should be specific, measurable, attainable, relevant, and time-bound to guide employee performance and development.
Five easy steps for performance management v07 (1)Nancy Arnold
This document outlines the key components of an effective performance management process: (1) identifying annual performance objectives; (2) determining the skills and behaviors needed to achieve those objectives through professional development; and (3) regularly assessing progress towards objectives and professional development goals through bi-weekly meetings with feedback from managers. The process culminates with an annual assessment of achievement of performance objectives and professional development goals.
This document provides information and guidance about performance management for managers. It discusses the objectives of manager training on performance management and defines performance management as the process of managing people to do the right things and continuously improve. It explains that a formal performance management system helps align employee and company goals, drives engagement, and addresses legal obligations. The document outlines key steps in performance management like setting goals, coaching, and reviewing performance. It also discusses factors that can influence job attitudes and legal considerations around performance management.
Top tips for creating an employee performance improvement plan (PIP). There is also a slide that provides information on a Timesaver Kit that includes templates to creating an employee performance improvement plan process.
This document outlines the goals and process of a performance management program. It discusses defining job duties and performance standards, providing ongoing feedback, and conducting mid-year and final performance reviews. The performance management cycle involves planning, feedback, and assessment phases. In the planning phase, duties and standards are established in a Job Responsibilities Worksheet. Feedback involves observing and documenting performance, as well as providing ongoing coaching. Mid-year discussions review progress. The assessment phase includes completing a Self-Rating and Discussion Form for the annual performance review.
Performance Managment and Appraisal systemsRajeeta Rajit
1. The document discusses performance management systems and appraisal practices in Indian organizations, outlining how they have evolved from annual confidential reports to more open discussions.
2. It describes the typical components of a performance management system and provides data from a 1982 survey on the purposes of appraisal practices in Indian organizations.
3. Examples are given of interesting appraisal practices followed in different companies as well as practices specific to banks, showing an evolution towards more development-oriented systems.
4. General trends in appraisals during the 1990s are noted, such as continuing use of trait-based formats and a focus on human resource development.
The document discusses performance management systems (PMS), which provide a structured approach to communicate business strategy, establish performance expectations, facilitate management, and measure and motivate performance. A key part of PMS is setting employee performance expectations, maintaining ongoing performance dialogue, and conducting annual performance appraisals. PMS also includes procedures for addressing underperformance, encouraging development, training managers, and resolving disputes. The goals of PMS are to guide employee efforts, assess individuals, teams, and the organization, and inform decisions around promotions, pay, and training needs.
This training programme provides managers with the skills to effectively conduct employee performance appraisals and give feedback. The programme covers preparing for and planning appraisals, roles and responsibilities of managers, setting objectives, giving feedback, and identifying the key elements of an effective performance review. Trainees will practice conducting appraisals through role plays and receive feedback from observers on their skills. The goal is to enable honest and constructive feedback to help employees improve performance.
The document provides an agenda and timeline for a 2015 performance management training. It outlines evaluating goals from the previous year, establishing new goals, and assessing employees. All performance evaluations must be completed and signed off by managers and employees by June 30th, 2015. The training also covers navigating the performance management system and evaluating competencies, objectives, career paths, and potential.
The document discusses performance appraisals and their purposes. It explains that performance appraisals aim to maintain organizational productivity by linking individual performance to goals. They provide regular feedback and opportunities to discuss strengths and weaknesses. Common purposes of performance appraisals include determining individual compensation and rewards, documenting performance issues, and setting future goals. The document outlines different methods for conducting performance appraisals, such as using rating scales, essays, or management by objectives. It also discusses potential issues like errors in ratings and challenges with the appraisal process.
Performance appraisal Presentation stylish slide that helps u get a full attention of your viewers.. Have a bust.
Make sure you add new things in it.. I didn't cover it fully..
The document discusses performance appraisal for nursing staff. It describes various methods for evaluating employee performance, including supervisor appraisals, self-appraisals, peer appraisals, and using rating scales, checklists, critical incidents, and management by objectives. The objectives of performance appraisal are to provide feedback, determine training needs, make promotion and compensation decisions, and motivate staff.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
The document discusses performance appraisals and management. It outlines various purposes of performance appraisals including providing feedback, identifying strengths and weaknesses, and making compensation and promotion decisions. It also discusses different appraisal methods like rating scales, essays, and management by objectives. Key aspects of an effective appraisal process include establishing clear performance standards, training appraisers to reduce biases, and conducting appraisal interviews that emphasize strengths and problem solving.
This document discusses performance appraisal. It defines performance appraisal as evaluating individual job performance as a basis for personnel decisions. It notes that performance appraisal is important because it encourages employees to maintain desired behavior knowing their performance is monitored. The key processes in performance appraisal are establishing standards, setting goals, measuring performance, comparing to standards, discussing results with employees, and taking corrective action. The document also outlines various appraisal methods and sources, as well as common errors and how to overcome them.
Mba ii hrm u-3.3 performance appraisal & job evaluationRai University
This document provides an overview of performance appraisal and job evaluation in human resource management. It defines performance appraisal as an objective assessment of an individual's performance against benchmarks. The objectives of performance appraisal include effecting promotions, assessing training needs, determining pay raises, and improving communication. Methods of performance appraisal include rating scales, critical incidents, 360-degree feedback, and management by objectives. The document also discusses job evaluation as assessing the relative worth of jobs to determine salary differentials, and compares key differences between performance appraisal and job evaluation.
This training covers performance management for supervisors. It discusses the difference between performance appraisal and performance management, the importance of setting SMART goals and providing continuous feedback, methods for conducting appraisals, and avoiding rater errors. The agenda includes setting goals and objectives, rating scales, and evaluating performance on an ongoing basis rather than just annually.
This document discusses performance appraisals, including definitions, purposes, types of appraisals, and methods for conducting appraisals. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points covered include:
- Performance appraisals are used to review past performance, provide feedback, and set goals. They inform human resources decisions like promotions and compensation.
- Common appraisal methods include rating scales, essays, critical incident reports, checklists, and forced distribution. Each has strengths and limitations.
- An effective performance appraisal process involves setting clear standards, collecting performance data, providing feedback interviews, and establishing future goals. Regular communication is important to avoid issues
The document discusses performance appraisal, including definitions, objectives, principles, methods, obstacles, and types of appraisal interviews. It provides definitions of performance appraisal and outlines its process. The objectives are categorized as work related, career development, and administrative. Principles of performance appraisal and various methods are described, including ranking, paired comparison, forced distribution, grading, checklist, forced choice, critical incident, field review, and essay evaluation. Obstacles and characteristics of appraisal interviews are also summarized.
This document outlines a presentation on performance appraisal. It begins with definitions of performance appraisal and management. It then discusses the importance of performance appraisal for making decisions around promotions, preventing grievances, and more. Key topics covered include objectives of appraisal, how the system is used, responsibilities, elements, steps, criteria, methods, qualities of good appraisal, and types of appraisal interviews. Factors that can distort appraisals are also addressed.
The document discusses performance appraisals, including their definition, purpose, elements, characteristics of effective appraisals, and obstacles to effective appraisals. Performance appraisals are used to review employee performance, provide feedback, identify training needs, and inform personnel decisions. They should be systematic, impartial, and involve setting goals, measuring performance, and providing feedback. Effective appraisals clearly define standards and purposes, train evaluators, and have management support.
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
The document discusses important skills for managers, including strategic thinking, time management, communication, problem solving, collaboration, financial skills, and interpersonal skills. It also outlines the coaching process managers should follow, which includes building trust, setting goals, exploring alternatives, getting commitments, and providing feedback. Different types of formal performance review meetings are described, such as for setting objectives, reviewing development plans, and determining merit/salary, and these typically follow sequentially on a quarterly or annual basis.
Performance appraisal (PA) is used to evaluate employee performance both qualitatively and quantitatively. PA provides information to assess performance, identify training needs, and make decisions regarding salary, promotion, and discipline. It involves self-assessment, supervisor ratings, feedback, and development planning. Common methods include graphic rating scales, essays, critical incidents, checklists, rankings, and behavioral observation scales. The goal of PA is to facilitate communication around work standards and improvement.
Rewarding Employees for their efforts and inputs is a sure shot way to increase employee motivation and morale.An effective performance appraisal is a balanced finely tuned system that ensures a Win-Win situation to both the employer and the employee. Here are the basics decoded.
Performance appraisals are used to evaluate employees' personalities, performance, and potential. They are usually conducted half-yearly and evaluate employee and supervisor needs. Performance appraisals help improve current performance, develop employees, determine training needs, provide feedback, and assist in decisions around salary, promotion, and career planning. They benefit appraisees through feedback, benefit management by identifying high and low performers, and benefit the organization through improved performance. Common methods include individual evaluations using checklists, ratings scales, or management by objectives, and multiple person evaluations using rankings, comparisons, or distributions.
The document discusses performance management processes including:
1) Performance planning which involves setting objectives, priorities, and development plans between staff and management.
2) Monitoring performance through ongoing feedback, coaching, and interim reviews to track progress.
3) Reviewing performance which includes an end-of-cycle review to assess achievements and make changes if needed.
The key aspects of performance management are alignment with organizational goals, continuous development and improvement, and ensuring staff have the skills to deliver results.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
2. Performers Appraisal Learning Objectives
• Explain Purposes of Performance
Management
• Identify Success Factors in Good Programs
• Identify Sources of Information for
Evaluation
• Explain Key Methods used in Managing
Performance
• Outline the Manager/Sub-Ordinate Interview
4. Objectives
• Opportunity to Regularly Discuss
Results
• Supervisor Identifies Strengths and
Weaknesses
• Fair and Equitable Format
• Basis for Salary/Promotion
Recommendations
5. Main Purposes of Performance Management
• Individual Rewards (Base and Incentive)
• Feedback for Sub-Ordinate (Plus and Minus)
• Recognition of Superior Performance
• Documentation of Weak Performance
• Personnel Decision-Making
• Future Goal Commitments (Planned
Achievements)
6. Reasons for Appraisals
• Compensation "Pay for Performance"
• Job Performance Improvements
• Feedback to Subordinates
• Documentation for Decisions
• Goal Setting - Later Evaluation
• Promotion Decisions
• Identify Training Needs
• HR Planning
7. Primary Uses of Performance Appraisals
Small
Organizations
Large
Organizations
All
Organizations
Compensation 80.2% 66.7% 74.9%
Performance
improvement 46.3% 53.3% 48.4%
Feedback 40.3% 40.6% 40.4%
Documentation 29.0% 32.2% 30.2%
Promotion 26.1% 22.8% 24.8%
Training 5.1% 9.4% 7.3%
Transfer 8.1% 6.1% 7.3%
Discharge 4.9% 6.7% 5.6%
Layoff 2.1% 2.8% 2.4%
Personnel research 1.8% 2.8% 2.2%
Manpower planning 0.7% 2.8% 1.5%
8. Trends in Managing Performance
Superior Performance leads to Superior Rewards
Issue: How to objectively measure specific goals!
Appraising/Evaluating
Managing Performance
VERSUS
9. Who Performs the Appraisal?
• Immediate Supervisor
• Higher Management
• Self-Appraisals
• Peers (Co-Workers)
• Evaluation Teams
• Customers
• “360° Appraisals”
11. Self-Appraisal
• Performance appraisal done by the
employee being evaluated, generally
on an appraisal form completed by
the employee prior to the
performance review.
12. Subordinate Appraisal
• Performance appraisal of a
superior by an employee,
which is more appropriate for
developmental than for
administrative purposes.
13. Peer Appraisal
• Performance appraisal done by one’s
fellow employees, generally on forms
that are complied into a single profile
for use in the performance interview
conducted by the employee’s manager.
14. Team Appraisal
• Performance appraisal, based
on TQM concepts, that
recognizes team
accomplishment rather than
individual performance.
15. The 360º Appraisal Interview
Individual
Staff
Self-Assessment
Supervisor
Other Superiors
Peers
Teams
Sub-Ordinates
Teams
Customers
Other Superiors
16. Performance Appraisal Problems
• Popularity Contest
• Punitive Implications
• Control Relinquishment
• Stereotypes
• Poor Training of Raters
18. Rating Errors Issues
• Carefully Developed Behavior
Descriptions Fair
• Evaluation Scales
• Factor Relatedness to the Job
19. Types of Rating Errors
• Leniency/Strictness Error
• Define Anchors (Dimensions)
• Force A Curve
• Central Tendency
• Reluctant to Give High/Low
• Explain Need for Variability
• Recency Error
• Last Action Halo
• Encourage Frequent Evaluation
20. Error of Central Tendency
• Performance-rating error in
which all employees are rated
about average.
21. Leniency or Strictness Error
• Performance-rating error in which
the appraiser tends to give employees
either unusually high or unusually
low ratings.
22. Recency Error
• Performance-rating error in
which the appraisal is based
largely on the employee’s
most recent behavior rather
than on behavior throughout
the appraisal period.
23. Rating Errors Example
Halo
Job Rating Scale
EXCELLENT
on all factors
Leniency
Job Rating Scale
Employee A
EXCELLENT
Job Rating Scale
Employee B
EXCELLENT
Job Rating Scale
Employee C
SUPERIOR
Job Rating Scale
Employee D
EXCELLENT
Central
Tendency
Job Rating Scale
Employee A
AVERAGE
Job Rating Scale
Employee B
AVERAGE
Job Rating Scale
Employee C
AVERAGE
Job Rating Scale
Employee D
AVERAGE
Recency
Bias
Job rating scale behavior during the
last month has been POOR.
25. Appraisal Training Programs Needs
1. Explain Objectives
2. Review the Instrument
3. Define the Performance Standards
4. Understand Typical Subjective
Errors
5. Teach Interviewing Skills
26. Scheduling the Performance Appraisal
1. Schedule the review and notify the
employee ten days or two weeks in
advance.
2. Ask the employee to prepare for the
session by reviewing his or her
performance, job objectives, and
development goals.
3. Clearly state that this will be the formal
annual performance appraisal.
27. Preparing for the Review
for the Performance Appraisal
1. Review the performance documentation collected
throughout the year. Concentrate on work patterns
that have developed.
2. Be prepared to give specific examples of above- or
below-average performance.
3. When performance falls short of expectations,
determine what changes need to be made. If
performance meets or exceeds expectations, discuss
this and plan how to reinforce it.
4. After the appraisal is written, set it aside for a few
days and then review it again.
5. Follow whatever steps are required by your
organization’s performance appraisal system.
28. Appraisal Interviews
• Schedule the interview 10 to 14 days in
advance.
• Provide subordinates with a “guide” to
follow in planning for the interview.
• Consider which of the following approaches
to use:
– Tell-and-sell method
– Tell-and-listen method
– Problem-solving method (generally preferable)
29. Tell-and-Sell Interviews
1. Supervisor persuades employee to
change in a prescribed way.
2. Employees sees how changed
behavior will be of great benefit.
30. Tell-and-Listen Interviews
1. Supervisor covers strengths/weaknesses
for first half
2. Solicits employee’s feelings about
comments
3. Deal with disagreement, non-defensively
4. Negotiate future concrete objectives
31. The Problem Solving Interview
1. Discuss strengths and weaknesses since last
review
2. Explore feelings of sub-ordinate
3. Listening, accepting, and responding are essential
4. Stimulate growth (performance) job
5. Discuss problems, needs, innovations,
satisfactions and dissatisfactions since last review
6. Listen and respond with goal of helping person
and productivity.
32. Appraisal Interviews
• During the Interview:
– Emphasize strengths to build on.
– Suggest more acceptable ways of acting.
– Concentrate on present opportunities for growth.
• Techniques:
– Listen more than you talk.
– Use a variety of types of questions.
– Avoid the sandwich technique.
34. Appraisal Program Failure Concerns
1. Little Benefit Relative to Time
Commitment
2. Face to Face Confrontation
3. Unskilled Appraisers
4. Role Conflict: Judge or Teacher
35. Appraisal Methods
• Rating Scales
• Essay
• Management by Objectives
• Check Lists by Key Words
• Forced Choice Statements
• Ranking of Employees
36. Rating Scale Methods
(most popular)
(Check each trait being evaluated)
1. Global Scale (Total Performance)
2. Mixed Standard Scale (Choose from Different
Statements)
3. Behaviorally Anchored Rating Scale
(Descriptions along the scale to define)
37. Behaviorally Anchored Rating Scale
(BARS)
• A behavioral approach to
performance appraisal that
consists of a series of vertical
scales, one for each important
dimension of job
performance.
38.
39. Graphic Rating-Scale Method
• Performance appraisal whereby each
employee is rated according to a
scale of pre-defined characteristics
that are job performance related.
40.
41. Forced-Choice Method
• A trait approach to
performance appraisal that
requires the rater to choose
from statements designed to
distinguish between successful
and unsuccessful performance.
42. Essay Method
• A trait approach to performance
appraisal that requires the rater to
compose a statement describing
employee behavior.
46. Critical Incident
• Unusual event that denotes
superior or inferior employee
performance in some part of
the job.
47. Management By Objective (MBO)
• Philosophy of management that rates
performance on the basis of employee
achievement of goals set by mutual
agreement of employee and manager.
48. Management by Objectives
(Peter Drucker)
• Integrates performance and goal
setting
• Frequent intervals
• Record maintenance
• Objective review jointly
• Mutual buy-in
49. Advantages of MBO
• Employees Can Measure
Performance
• Quantifiable Goals
• Joint Effort
• Employee Satisfaction in
Participation
50. Disadvantages of MBO
• Success Not Validates by Research
Studies
• Easy to Set Unrealistic Goals
• Hard to Get Full Commitment to
Process
• Difficult to Define Some Goals
51. Performance Appraisal
Interview Needs
• Trained Interview Techniques
• Honesty in Appraisal
• Well Planned Structure
• Carefully Conducted
• Feedback Openness
• Adequate Time (more than one session
occasionally)
52. Procedural Guidelines
1. Listen More Than Talk (1/3 rule)
2. Vary the Questions (Open ended/elaboration)
3. Follow-up Questions (force through responses)
4. Reflect Feelings (clarify-sincerity)
5. Avoid Sandwich Technique (Positive-Negative-
Positive)
• Why? Signals Bad News
• No More Bad News
• Discourages Real Communication
53. Measuring Performance
Final review of
subordinate results
measured against
esta-blished or
revised goals
Periodic review
periods providing
feedback on interim
results measured
against established
goals
Joint agreement on
subordinate goals and
measures
Department-specific
goals Measures of
department
performance
Organization’s
common goals
Measures of
organization
performance
Supervisor lists goals
and measures for
subordinate
Subordinate proposes
goals and measures
for his or her job
New inputs provided
Inappropriate goals
eliminated