The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
Performance management and its characteristicsANKUSH SAPHIYA
Performance management is a continuous process where managers and employees work together to plan, monitor, and review work objectives and overall contribution. It aims to enable superior work performance, identify skills needed to perform jobs efficiently, and boost performance through motivation and rewards. A successful performance management system is strategic, thorough, practical, meaningful, reliable, valid, inclusive, standardized, acceptable, fair, and ethical. It identifies effective and ineffective performance to determine promotions, pay, and identify poor performers while developing employees' careers. Performance appraisal is the ongoing process of evaluating employee performance, typically once or twice a year, whereas performance management is future-oriented, ongoing, and flexible.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
Promotion | Human Resource Management (HRM) - Divyansh AgrawalDivyansh Agrawal
Divyansh Agrawal, Divyansh Agrawal Shivpuri, Divyansh Agrawal BBA, Promotion, Human Resource Management, Prestige Institute of Management, PIMR, Purpose Of Promotion, Basis of Promotion,
Chapter 1 (performance management and reward systems) 2Waqas Khichi
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities contribute to strategic goals. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
The document discusses 360-degree performance appraisals. It explains that 360-degree appraisals involve collecting feedback about an employee from their manager, peers, direct reports, and customers. The process aims to provide a more comprehensive view of an employee's performance. Some key advantages are that it provides honest assessments from multiple perspectives and helps employees identify strengths and areas for development. However, 360-degree appraisals also have potential disadvantages like bias and lack of validity if not implemented correctly. The document also provides tips for effective implementation and training of appraisers.
The document discusses compensation and benefits management. It defines key terms like salary, wages, and compensation. It outlines components of compensation including fixed pay, variable pay, benefits, and financial and non-financial rewards. It discusses factors that influence compensation strategy and policies, different compensation models and structures commonly used in India.
This document provides information about compensation and benefits management in 3 paragraphs:
1) It begins with a quote emphasizing the importance of retaining talented employees. It then provides a brief history of compensation, explaining salary, wages, and the meaning of compensation.
2) The next section defines total compensation and lists its main components such as basic pay, allowances, benefits, rewards, and incentives. It also discusses the purposes of compensation including attracting talent and motivating employees.
3) The final section provides details on the pay scale structure of the Indian Army, including ranks, pay bands, grade pay, military service pay, and various applicable allowances for roles like field area, high altitude, flying, and
Performance management and its characteristicsANKUSH SAPHIYA
Performance management is a continuous process where managers and employees work together to plan, monitor, and review work objectives and overall contribution. It aims to enable superior work performance, identify skills needed to perform jobs efficiently, and boost performance through motivation and rewards. A successful performance management system is strategic, thorough, practical, meaningful, reliable, valid, inclusive, standardized, acceptable, fair, and ethical. It identifies effective and ineffective performance to determine promotions, pay, and identify poor performers while developing employees' careers. Performance appraisal is the ongoing process of evaluating employee performance, typically once or twice a year, whereas performance management is future-oriented, ongoing, and flexible.
This Presentation cover all relative aspects of Human Resource Planning | HR Demand Forecasting & HR Supply Forecasting along with detail description of Recruitment & Selection as per the Syllabus of AKTU MBA Course.
Succession planning is a strategic process that ensures an organization can fill key roles by developing internal talent. It identifies high potential employees, provides training and development opportunities, and establishes a pool of candidates ready to assume new roles. Effective succession planning is customized to the organization, driven by line managers, develops candidates in advance of openings, and is aligned with the company's strategic direction. However, succession planning can fail if candidates are chosen arbitrarily without a clear strategic vision or if promotions are not transparent.
Promotion | Human Resource Management (HRM) - Divyansh AgrawalDivyansh Agrawal
Divyansh Agrawal, Divyansh Agrawal Shivpuri, Divyansh Agrawal BBA, Promotion, Human Resource Management, Prestige Institute of Management, PIMR, Purpose Of Promotion, Basis of Promotion,
Chapter 1 (performance management and reward systems) 2Waqas Khichi
Performance management is a continuous process that identifies, measures, and develops employee performance while aligning it with organizational goals. It involves setting goals, observing performance through ongoing feedback, and ensuring employee activities contribute to strategic goals. An ideal performance management system is strategic, thorough, practical, meaningful, specific, reliable, valid, fair, inclusive, open, correctable, standardized, and ethical. It serves developmental purposes and informs other HR functions like training, workforce planning, recruitment, and compensation.
Compensation plays a key role in organizations by attracting capable employees, motivating superior performance, and retaining employees over an extended period of time. It helps create a strong human resource base that enhances productivity, efficiency, and quality. A suitable compensation plan is critical for achieving the right human resource infrastructure with skilled employees in the right jobs. Compensation also plays an important role in retaining top talent, motivating employees to maintain high standards, and boosting morale to achieve goals.
The document discusses new trends in compensation management, including benefits like health insurance, accommodations, loans, education assistance, work-life balance policies, and variable pay. It provides details on approaches to compensation like pay transparency, broad banding, incentive pay, employee stock ownership plans, and flexible benefits programs including modular, core-plus, and flexible spending plans. The trends are aimed at attracting and retaining employees through customized compensation packages.
Introduction to appraisal interview
Concept and need for conducting an appraisal interview
Appraisal interview from managers and employee perspective
Conducting an appraisal discussion
Career management is the process through which employees become aware of their interests, values, strengths, weaknesses, and career goals. It involves self-assessment, establishing goals and action plans, and feedback from managers. It is important for both employees and companies. For employees, it prevents frustration and helps them advance their careers. For companies, it motivates employees and ensures positions are filled. Both employees and companies share responsibility in career management.
This document discusses compensation management. It defines compensation as the monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees, increasing morale, and rewarding performance. Compensation has direct elements like base pay and bonuses, and indirect elements like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job descriptions, analysis, and structure. Factors affecting compensation include external factors like the economy and internal factors like compensation policies and an organization's ability to pay.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
Overview of human resource management system & functionRita Choudhary
This document provides an overview of key human resource management concepts and processes. It begins with the session objectives of introducing HRM, defining HRM functions, and understanding recruitment, training, performance appraisal, compensation and benefits, and HR roles and responsibilities. It then defines HRM and describes common HR manager functions. The main HRM functions are outlined as manpower planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, industrial relations, and employee services. Recruitment, selection, training, performance appraisal, compensation, benefits, and changing HR roles are then described in more detail.
This ppt. includes in brief about "Placement and Induction" topics of HRM :-
1.Introduction and meaning about placement
2.Importance of placement and induction
3.objectives of placement and induction
4.Procedure of placement and induction
5. Socialization concept in HRM
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Human Resource Planning & Development discusses the process of human resource planning. It involves determining current and future human resource needs to achieve organizational objectives. The key aspects covered include:
- Defining human resource planning as a process of forecasting future needs and balancing supply and demand.
- The importance of aligning HR plans with organizational goals, policies, and environmental factors.
- Forecasting human resource demand and supply through various quantitative and qualitative techniques.
- Developing HR programs to address surpluses or shortages based on demand vs. supply forecasts.
- Implementing plans through recruitment, training, and other HR activities and controlling/evaluating outcomes.
This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
RICH BAKER is a bakery located in Jaffna, Sri Lanka that has experienced rapid growth over the past few years. It pays competitive salaries but employees are demotivated due to long working hours without holidays and a gloomy work environment. The bakery uses a semi-computerized system for inventory and production records but human resource management is not computerized and consists of only one person who focuses on records and payroll. As the bakery continues growing, it needs to establish formal human resource systems and practices to support employees and manage compliance, staffing, and risk.
The document discusses voluntary retirement schemes (VRS), providing an overview and case study of VRS implemented at Steel Authority of India Limited (SAIL). It defines VRS as a voluntary scheme that offers employees early retirement in exchange for compensation. SAIL launched multiple VRS rounds from 1998 to 2001 to reduce its workforce of 160,000 as recommended by consultants. Over 10,000 employees opted for the schemes, allowing SAIL to cut costs as manpower expenses were significantly higher than competitors. The document also discusses the technical aspects, advantages, and disadvantages of VRS for both employees and employers.
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
The document discusses HR outsourcing. It defines outsourcing as contracting an independent contractor to perform tasks or activities that a company lacks internal expertise or confidentiality to handle. Companies outsource HR functions to reduce costs, add value, and focus on talent management. Common HR functions that are outsourced include recruitment, training, performance management, compensation, and safety. While outsourcing provides cost savings and expertise, it can also reduce organizational learning and control. Factors that can hamper HR outsourcing include cost, confidentiality concerns, job security fears, and vendor quality issues.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
Mrs. Rijo Lijo presented on performance appraisal. Performance appraisal is used to evaluate employee job performance, both qualitatively and quantitatively, to determine how well tasks are being completed. There are various methods of appraisal, including ranking, paired comparison, forced distribution, grading, checklists, and critical incident reporting. Components of appraisal include use of nursing process, professionalism, safety, education, and initiative. Limitations include unreliability, bias if the employee is well known, and inability to appraise all qualities.
Compensation plays a key role in organizations by attracting capable employees, motivating superior performance, and retaining employees over an extended period of time. It helps create a strong human resource base that enhances productivity, efficiency, and quality. A suitable compensation plan is critical for achieving the right human resource infrastructure with skilled employees in the right jobs. Compensation also plays an important role in retaining top talent, motivating employees to maintain high standards, and boosting morale to achieve goals.
The document discusses new trends in compensation management, including benefits like health insurance, accommodations, loans, education assistance, work-life balance policies, and variable pay. It provides details on approaches to compensation like pay transparency, broad banding, incentive pay, employee stock ownership plans, and flexible benefits programs including modular, core-plus, and flexible spending plans. The trends are aimed at attracting and retaining employees through customized compensation packages.
Introduction to appraisal interview
Concept and need for conducting an appraisal interview
Appraisal interview from managers and employee perspective
Conducting an appraisal discussion
Career management is the process through which employees become aware of their interests, values, strengths, weaknesses, and career goals. It involves self-assessment, establishing goals and action plans, and feedback from managers. It is important for both employees and companies. For employees, it prevents frustration and helps them advance their careers. For companies, it motivates employees and ensures positions are filled. Both employees and companies share responsibility in career management.
This document discusses compensation management. It defines compensation as the monetary and non-monetary value provided to employees in exchange for work. Compensation has objectives like recruiting qualified employees, increasing morale, and rewarding performance. Compensation has direct elements like base pay and bonuses, and indirect elements like insurance and retirement programs. Non-monetary compensation enhances satisfaction and relationships. Compensation is important for job descriptions, analysis, and structure. Factors affecting compensation include external factors like the economy and internal factors like compensation policies and an organization's ability to pay.
This document provides an overview of compensation management. It discusses that compensation includes both direct monetary benefits like salary as well as indirect non-monetary benefits. An effective compensation system is designed based on factors like job analysis and market surveys. It is an important part of human resource management that helps motivate employees and improve organizational performance. The various components, types, and importance of compensation management are outlined.
Overview of human resource management system & functionRita Choudhary
This document provides an overview of key human resource management concepts and processes. It begins with the session objectives of introducing HRM, defining HRM functions, and understanding recruitment, training, performance appraisal, compensation and benefits, and HR roles and responsibilities. It then defines HRM and describes common HR manager functions. The main HRM functions are outlined as manpower planning, recruitment and selection, training and development, compensation and benefits, performance appraisal, industrial relations, and employee services. Recruitment, selection, training, performance appraisal, compensation, benefits, and changing HR roles are then described in more detail.
This ppt. includes in brief about "Placement and Induction" topics of HRM :-
1.Introduction and meaning about placement
2.Importance of placement and induction
3.objectives of placement and induction
4.Procedure of placement and induction
5. Socialization concept in HRM
This document discusses human resource planning (HRP), including what it is, why it is important, the HRP process, benefits, types of HRP, techniques for forecasting human resource needs and availability, factors that affect HRP, and challenges. HRP is defined as a sub-system of organizational planning that facilitates realizing organizational objectives by providing the right type and number of personnel. The HRP process involves assessing an organization's human resource needs based on strategies and plans, identifying gaps between needs and availability, and developing action plans for implementation. An effective HRP integrated with organizational planning can lower costs, improve resource utilization, and help ensure the right people are in the right jobs.
Human Resource Planning & Development discusses the process of human resource planning. It involves determining current and future human resource needs to achieve organizational objectives. The key aspects covered include:
- Defining human resource planning as a process of forecasting future needs and balancing supply and demand.
- The importance of aligning HR plans with organizational goals, policies, and environmental factors.
- Forecasting human resource demand and supply through various quantitative and qualitative techniques.
- Developing HR programs to address surpluses or shortages based on demand vs. supply forecasts.
- Implementing plans through recruitment, training, and other HR activities and controlling/evaluating outcomes.
This document discusses performance appraisal, including its purpose, design, and key success factors. It begins by defining the goals of performance appraisal as maximizing contribution to business objectives and providing an ongoing development cycle. It then covers designing an effective system, including using a competency-based approach, multi-rater feedback, and focusing on future development. The document emphasizes linking individual performance plans to business, functional, and team objectives. It concludes that clear communication and addressing cultural aspects are critical to the success of any performance appraisal system.
This document discusses human resource planning (HRP) at both the macro and micro levels. At the macro level, HRP focuses on aligning human resources with organizational strategy and examining policies that affect management. The micro level is driven by the macro level and develops tactics to help the organization achieve its goals by ensuring it has the right number and mix of employees. Key aspects of micro-level HRP include demand forecasting, manpower supply analysis, and manpower planning.
This document discusses compensation management and provides details on:
1) The definition and types of compensation including direct compensation like wages and salaries, and indirect compensation like benefits.
2) The purposes and components of compensation including attracting applicants, retaining employees, motivating performance, and administering legal pay requirements.
3) Methods of determining employee pay such as base salary plus cost of living adjustments, scales, incentives, bonuses, and merit-based pay.
4) The job evaluation process which determines relative job worth through analyzing jobs, developing and selecting evaluation methods, and evaluating positions.
RICH BAKER is a bakery located in Jaffna, Sri Lanka that has experienced rapid growth over the past few years. It pays competitive salaries but employees are demotivated due to long working hours without holidays and a gloomy work environment. The bakery uses a semi-computerized system for inventory and production records but human resource management is not computerized and consists of only one person who focuses on records and payroll. As the bakery continues growing, it needs to establish formal human resource systems and practices to support employees and manage compliance, staffing, and risk.
The document discusses voluntary retirement schemes (VRS), providing an overview and case study of VRS implemented at Steel Authority of India Limited (SAIL). It defines VRS as a voluntary scheme that offers employees early retirement in exchange for compensation. SAIL launched multiple VRS rounds from 1998 to 2001 to reduce its workforce of 160,000 as recommended by consultants. Over 10,000 employees opted for the schemes, allowing SAIL to cut costs as manpower expenses were significantly higher than competitors. The document also discusses the technical aspects, advantages, and disadvantages of VRS for both employees and employers.
This document discusses various types of structural interventions in organizations. Structural interventions aim to improve organizational effectiveness through changes to tasks, structures, technology, and goals. Some key structural interventions mentioned include socio-technical systems, self-managed teams, work redesign, management by objectives, quality circles, quality of work life projects, and total quality management. Each intervention is briefly described in one or two sentences with their focus and approach.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Structural od intervention - Organizational Change and Development - Manu Me...manumelwin
These interventions deal with an organization’s technology (for examples its task methods and job design) and structure (for example, division of labor and hierarchy).
These interventions are rooted in the disciplines of engineering, sociology, and psychology and in the applied fields of socio-technical systems and organization design. Practitioners place emphasis both on productivity and human fulfillment.
The document discusses HR outsourcing. It defines outsourcing as contracting an independent contractor to perform tasks or activities that a company lacks internal expertise or confidentiality to handle. Companies outsource HR functions to reduce costs, add value, and focus on talent management. Common HR functions that are outsourced include recruitment, training, performance management, compensation, and safety. While outsourcing provides cost savings and expertise, it can also reduce organizational learning and control. Factors that can hamper HR outsourcing include cost, confidentiality concerns, job security fears, and vendor quality issues.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
Mrs. Rijo Lijo presented on performance appraisal. Performance appraisal is used to evaluate employee job performance, both qualitatively and quantitatively, to determine how well tasks are being completed. There are various methods of appraisal, including ranking, paired comparison, forced distribution, grading, checklists, and critical incident reporting. Components of appraisal include use of nursing process, professionalism, safety, education, and initiative. Limitations include unreliability, bias if the employee is well known, and inability to appraise all qualities.
The document discusses employee evaluation in a medical laboratory. It notes that evaluation is important for rewarding excellent work and addressing unacceptable behavior. Evaluations should be based on job descriptions and performance standards. Employees should understand the evaluation criteria from the beginning. Evaluations involve checking tasks against checklists to encourage high performance. Rewards, like promotions, motivate employees. Evaluators must have job knowledge, observe employees, and evaluate fairly without bias. Evaluations rate performance numerically or descriptively and cite reasons for poor ratings. Correction plans can help underperforming employees improve.
15 questions for effective employee evaluationGroSum
How’d you like to have a look at the most effective questions to evaluate employees during performance reviews?
(I have compiled a long list over 12 years of interactions with HR leaders across industries)
Well consider yourself very lucky…
…because today I’m going to open the treasure trove and share with you 15 of the absolute BEST questions to evaluate employees performance.
But let’s go back a step & understand why we are here.
Coaching involves extending traditional training methods to focus on an individual's needs and accomplishments through close observation and impartial feedback. The goal is to encourage employees to accept responsibility, achieve superior performance, and work towards organizational goals through a mutual discussion between supervisor and employee. A supervisor who coaches should be motivated to see their work group succeed and be responsible for the unit's effectiveness. Coaching is an HRD intervention where HRD provides training for coaches and employees to address performance problems and support organizational development.
Performance management is a continuous process of planning, monitoring, and reviewing employee work objectives and goals to promote effectiveness. It involves setting objectives, assessing progress through regular feedback, and reviewing performance. The performance management cycle includes three phases - plan, monitor, and review. In the plan phase, managers and employees collaborate to set objectives, training goals, and a work plan. In the monitor phase, managers coach employees and provide ongoing feedback as progress is assessed. In the review phase, performance is formally assessed through self-assessments, manager reviews, and discussion of accomplishments and areas for improvement. It is important for objectives to be specific, measurable, attainable, realistic, and time-bound to effectively guide performance.
Feedback mechanism, Types of Feedback, Positive Feedback, Developmental Feedback, Self Reflection and Self Preparation, Models of Giving Feedback, Effective Feedback, Sandwich Model, Boost Model, Aid Model, Process for Giving Feedback, How to Give Feedback
The document provides an interview guide for an Employment Specialist position, outlining key competencies such as initiation, communication skills, problem solving, and positive attitude. Sample behavioral interview questions are provided under each competency to assess candidates in areas like taking initiative for self-improvement, handling delicate communications sensitively, demonstrating analytical problem solving, and having a positive work attitude. The interview is intended to be a structured, one-on-one behavioral interview to evaluate candidates based on real-life examples from their work experiences.
This document discusses performance appraisals and their goals and challenges. It describes how performance appraisals aim to both evaluate employees and coach their development. The document also outlines four methods for conducting appraisal interviews: the tell-and-sell, tell-and-listen, problem-solving, and mixed-model interviews. It provides guidance on effectively structuring and assessing appraisal discussions to motivate employees while building better work relationships.
This document discusses appraisal interviews and their purpose and process. It begins by defining an appraisal interview as a formal discussion between an employee and manager to discuss productivity, work habits, evaluations, training needs, and potential promotions, demotions or terminations. It notes that appraisal interviews are structured, one-on-one meetings that occur at least annually and require preparation from both parties. The document then covers how appraisal interviews benefit both managers and employees by facilitating goal-setting, feedback, development planning, and motivation. It also outlines guidelines for conducting the interview itself and concludes by noting the importance of handling the process carefully given its impact on employee retention and career progression.
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.
In this file, you can ref useful information about positive performance appraisal such as positive performance appraisal methods, positive performance appraisal tips, positive performance appraisal forms, positive performance appraisal phrases … If you need more assistant for positive performance appraisal, please leave your comment at the end of file.
This document discusses employee counseling techniques. It explains that employee counseling aims to give advice to help employees solve problems affecting their work performance. These problems can be either job-related or unrelated to work. Different counseling approaches are outlined, with a focus on client-centered and task-centered approaches. Key skills for effective counseling include active listening, empathy, problem solving, and interpreting non-verbal cues. Counselors must evaluate their performance to ensure the counseling session was successful.
This document describes several methods for employee performance appraisal:
1. Checklist method involves having raters indicate yes/no answers to questions about an employee's behavior and job performance.
2. Ranking and paired comparison methods involve comparing employees to each other and ranking their performance relative to peers.
3. Forced choice and forced distribution methods require raters to distribute ratings across employees according to pre-set criteria rather than evaluating individuals.
4. Absolute methods like graphic rating scales and behaviorally anchored rating scales provide standardized evaluation criteria for raters to assess employees' demonstration of job-related traits and behaviors.
The document discusses performance management and provides guidance on key areas such as communicating expectations, addressing problems, discussing job behavior, giving feedback, and conducting appraisal interviews. Some of the main points covered include clearly communicating specific expectations, addressing performance issues as soon as they arise, focusing on both positives and areas for improvement, providing regular informal feedback, allowing for self-evaluation, and planning appraisal interviews in a relaxed setting with forward-looking goals.
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.
This document discusses performance appraisal methods. It describes 8 common comparative performance appraisal methods: 1) straight ranking, 2) grading, 3) graphic rating, 4) forced choice description, 5) forced distribution, 6) checklist, 7) free essay, and 8) critical incident. For each method, it provides a brief overview and limitations. Overall, the document provides an overview of different performance appraisal techniques used to evaluate employee performance.
In this file, you can ref useful information about process of performance appraisal such as process of performance appraisal methods, process of performance appraisal tips, process of performance appraisal forms, process of performance appraisal phrases … If you need more assistant for process of performance appraisal, please leave your comment at the end of file.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
Contents
Introduction.
Definition of controlling.
Control process and types of control.
Definition of performance appraisal.
The Purposes of a Performance Appraisal.
Who Performs the Appraisal?
What Makes an Effective Appraisal System?
Conducting an Effective Performance Appraisal Meeting.
Bias in Performance Appraisals.
Design principles and common security related programming principlesSaurav Aryal
Design principles and common security related programming principles, principle of least privilege,principle of least common mechanism, trust in the system
socio economic dimensions of Nepal, population of Nepal and its projection, population density of Nepal , Age and sex structure in Nepal, Employee trends in Nepal,Labour Market issues
This document discusses strategic change and its management. It defines strategic change as changing objectives and vision when current strategy loses relevance. It identifies external forces like politics, economy, and technology and internal forces like objectives, culture and resources that drive strategic change. It also describes diagnosing change situations by analyzing type of change, context, organizational culture and driving/resisting forces. Finally, it discusses styles of managing change through communication, collaboration and direction and roles of strategic leaders, middle managers and outsiders in leading change.
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
1. Appraisal Interview
Appraisal interview is face to face discussion and review of performance
appraisal with the employee.
Objectives:
To let the employee know how well he/she is doing.
To gain the employees acceptance of the evaluation.
To maintain behavior of employees whose performance meets the
performance standard.
2. Appraisal Interview Methods
1. Tell and Sell Method
2. Tell and Listen Method
3. Problem Solving Method
4. Mixed Approach Method
3. 1.Tell and Sell Method
The supervisor tells the employee how good or bad the performance
was.
The attempt of the supervisor is to convince the employee to accept
his judgement.
The employee does not provide input in this evaluation interview.
4. 2.Tell and Listen Method
The supervisor tells the employee how good or bad the performance
was.
The employee is also told about his strengths and weakness.
The employee is given chance to respond to the evaluation.
The focus is on job-related performance to avoid angry feedback
sessions.
5. 3.Problem Solving Method
The supervisor establishes an active and open dialogue with the
employee about performance appraisal.
The aim is not appraisal but development of an employee.
Problems are discussed and solutions to problem are mutually
sought.
Goals for improvement are established.
Employees make self-evaluation.
6. 4.Mixed Approach Method
It combines tell and sell method with problem solving method.
Goal for improvement are mutually agreed.
This approach is useful for employee development and performance
planning.