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Request a hard copy: http://www.fvtc.edu/apps/EventForms/Public/EventRegistration.aspx?FormID=222
Visit our Home Page: www.fvtc.edu/assess
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HRTMS performance 360 reviews and job management webinar d
1. New Tools & Techniques:
360 Reviews and Job Description
Management
Presented by Mitch Stephens,
HRTMS, Inc Founder and CTO
2. • Part 1: Company and Products Overview
• Part 2: 360/Multi-Rater Reviews
• Part 3: Job Description Management
• Questions and Wrap up
3. Based in North Carolina with offices in New Jersey
We offer an integrated, cost effective Talent
Management suite:
• TMS Performance - Performance management
• TMS Compensation – Compensation Management
We offer the lowest TCO in the industry
We deliver solutions that meet 100% of your unique
requirements
4. • Web-based Performance Management system
• Paperless reviews are routed and signed electronically
• Support goal management
• Competencies by position
• Career development and planning
• Position management
• 360/multi-rater
• Even succession planning and learning management
5.
6. • Web-based Compensation Management system that
leverages your Excel spreadsheets
• Online and Offline modes
• Users can work online with the intuitive user interface, or download their
Excel spreadsheets and work offline.
• Supports merit, adjustment, promotion, bonus and all
forms of variable comp and incentives
• Any compensation plan, no matter how complex can be
easily implemented without programming
10. • Also known as Multi-Rater Reviews
• “360” Refers to the 360 Degrees in a circle
• Individual is in the center of the circle
Internal
Customers
External
Peers
Customers
Individual
Direct
Managers
Reports
11. 1940
T-Groups 1955
Esso Engineering 2007
90% of the F500
12. A holistic view of
the employee
Great
Potential
Benefits
Increased Best method to
engagement and identify specific
ownership by all development
reviewers opportunities
13. Goals lost to
complexity of
process
Reviewers must be
The whole process
normalized for
must be managed
empirical measures
Many
Potential
Data must be
Pitfalls
Longitudinal
Analyzed and then
correlations are
Interpreted
needed for
repeatability
Poor instructions
make for poor raters
14. Goal Outcome
Training, Development,
Behavior Change
or Intervention
Performance Change Training, Reassignment
Retention, Promotion &
Talent Identification
Succession Planning
It is a paradox of human psychology that while people remember
criticism, they respond to praise.
15. • Competencies must be correlated to effectiveness
• Mixture of Quantitative and Qualitative data from
all sources allows for real-time pseudo-correlation
• Self-Reviews are most useful to employee
interpretation
• Regular skill audits and job description audits
increase effectiveness.
16. • Averages shouldn’t be trusted (Samples are too small)
• Weighted Empirical Data (normalize by job and reviewer
over time)
• Investigate polarized feedback
Data Analysis Interpretation
17. Who to Review Ineffective until sufficient
contact with others
Diminishing effect after a
period of incumbency
Reviewers will need
Who to Ask Not every good employee will
be a good reviewer
instruction, context, or
training
When to Review Frequency based on outcome
not calendar
Synchronize with work cycles
What to Ask Subset the review to avoid
poll fatigue
Longitudinal correlation with
effectiveness & regular audit
Statistics, Normalization, and
Analyze &Interpret Individual consideration of
data
Train and support managers
Act on Findings Move directly to a
development path
Follow-up with reviewers
18. 360° Reviews
Manager compliment the
Manager’s
Performance
Review
Manager’s
Annual review for
Employee
Employee
In TMS
Employee
Sign-off
Performance, the
manager controls the
process
19. Step 1: Manager selects Reviewer, and sends a 360 Request
Manager Reviewer
Accept or Declines
Request…
Step 2: Reviewer Completes the 360 Review and Submits to Manager
Manager
Reviewer
Step 3: Manager approves/rejects the 360 Review
20. • 360 function are under a single node
• Manager gets full perspective of the 360 Activity
49. From the Tree view
You can see a list of your employee‟s 360 reviews
From the Employee‟s Annual Performance review
A list of 360 Reviews is shown in the form
Field by field comparison
You can see a comparison of values from each reviewer
Analytics
Can view graphical information about all reviews
50.
51. 360 Reviews are shown in the
Employee‟s Annual PR
Double-click to view.
52.
53.
54.
55. • TMS Performance offers comprehensive 360
integration
• 360 reviewers are selected by manager
• Reviewers Accept or Decline the request
• Custom forms can be used for 360 reviews (like
other PRs)
• Integrated workflow for 360 reviewers
• Seamless viewing of 360 results in the final PR
• Management tools gives the line-of-sight over
the process
56. We will also have time at the end of the webinar for
questions. Please submit them using the webinar
control panel.
57.
58. HR.1.20: The hospital has a process to ensure that a person‟s
qualifications are consistent with his or her job responsibilities
HR.1.30: The hospital uses data from clinical/service screening
indicators and human resource screening indicators to assess
and continuously improve staffing effectiveness.
HR.2.20: Staff members, licensed independent practitioners,
students, and volunteers, as appropriate, can describe or
demonstrate their roles and responsibilities, based on specific
job duties or responsibilities, relative to safety
HR.2.30: Ongoing education, including in-services, training, and
other activities, maintains and improves competence
HR.3.10: Competence to perform job responsibilities is assessed,
demonstrated, and maintained.
HR.3.20: The hospital periodically conducts performance
evaluations.
59. Assess
Employee • Show On-going
• Define Job
Description improvement to
• Demonstrate performance
Employee
Awareness
Communicate Revise/Improve
to Employee Job Description
60. • To keep Job descriptions relevant and accurate
• Meet legal requirements (notably JCAHO for healthcare
companies)
• Reduce the burden on the HR group
• Delegate the responsibility to managers who supervise the
positions
• Have a secure, structured and auditable process
61. • Use Word documents and email
The usual problems arise with version control, security
and accessibility.
• Ignore the problem
Many HR groups acknowledge that their job libraries are
out of date
• HR goes it alone
HR departments lack knowledge about technical and
specialized positions
62. Job Template
Name, Description, Reports to, Supervises, Job code, minimum requirements
Working Conditions
Core Job/Dept
Absolutes
Values Specific
Categories
Responds immediately
Courtesy Privacy and
Confidentiality Established protocols
Service Accountability Independent
Professional
Leadership
Appearance
Communication Age-related needs
Responsibility and Documentation
Positive
Commitment
Image/Professionalism etc
Competencies
within the category
63. • Used to group competencies
• You can separate the core values from job specific skills
• Edit rights
• Mark as „not editable by manager‟ if HR should control
the category
• Scoring Rules
• Category can be scoring or non-scoring.
• Weighting for the category (e.g., 10% for core values)
64. • Job competencies ratings usually contribute to the overall
PR score.
• Most organizations use a combination of objective and subjective
scoring
• Competencies ratings should include:
• Core competencies common to all employees
• Specific job responsibilities
• Generic job descriptions
• May reduce the effectiveness of the performance review
• Especially true for specialized positions like nurses who require
ratings for specific skills.
• May not be able capture skills deficiencies and training requirements
78. In this demo, we will show how the administrator assigns a
template to a manager who will make changes and resubmit
back to the administrator.
79. Submits Back to HR
• HR Assigns • HR Reviews
Template to changes
• Manager
manager updates the Job
Descriptions
HR Finalizes
E-mail Sent changes
to Manager
104. Administrator can return
Template to manager if Save and Finalize if
more revisions are needed everything is OK.
105.
106.
107.
108. • For HR Group
Manage Job Descriptions using a web-based system
Easily locate the responsible manager for a position
Delegate job descriptions to a manager
Review changes and accept/reject each item
Assign Employees to Job templates
• For Managers
View job descriptions
Review the current employee assignments
Revise jobs and resubmit back to HR
109.
110. Thank You
To Contact HR TMS or either of today’s presenters, please use:
Mitch Stephens: HRTMS Founder and President
mitch@hrtms.com
Jim Haviland: Marketing Director
jim@hrtms.com
111. 21st-Century Job Descriptions, Harvard Business
Review
360 Support Critical to Effectiveness, Talent
Management
360-Degree Feedback Revisited: The Transition
From Development to Appraisal
Competency-Based Job Description
Administration Guide, University of Medicine and
Dentistry of New Jersey
The Promise of 360-Degree Feedback, Talent
Management
What Great Managers Do, Harvard Business
Review
Editor's Notes
Jim: Next we will consider 360 reviews both from the theoretical and best-practices realm and from the HRTMS method for supporting them.
360 reviews or multi-rater reviews involve considering the opinions not just of an employee’s direct superior, but from a collection of individuals that the employee encounters as part of his or her work, often including a self-review. 360 refers to the 360 degrees of the circle of constituents that surround the employee with the employee in the center.
360 reviews have been around for quite some time, but have only recently become a staple of HR methodologies.WWII the German Military pioneered T-groups or sensitivity training (ironically)1950s Corporate: EssoThe advent of electronic polling capabilities in the 90s created an explosion of implementations of some form or other of 360 reviews Estimates by various sources suggest that 90% of the Fortune 500 and 50% of all US corporations use some form or degree of multi-rater reviewNow for a review of current research and best practices in 360 reviews
In a 2001 issue of Educational Leadership, author Karen Dyer said: "The 360-degree feedback process can be a powerful tool, but only if it is used wisely and judiciously.”The theoretical benefits are many, but they are not easily achieved.There is an opportunity to capture a much richer view of each employee, to really identify opportunities for behavioral improvements, job-specific skills improvements, and best of all to identify those people who are quietly having a very positive impact on the organization. Studies have also shown that the process, handled properly, can have a very positive effect on the sense of community in the organization, of ownership - and this has ripple effects in retention, productivity and creativity
The problem is that there are many ways to minimize or completely blow the positive effects of 360 reviews – doing more harm than good. Of course this is why we develop software, but more on that in a second. These are just some of the problems noted in the research. There is a geometric increase in interactions with each additional reviewer as the data must be collected, managed, analyzed considered and reported onThe data collected from all these sources can be suspect or divergent unless proper context is given.You need to consider employees, reviewers and your questions longitudinally to develop a meaningful understanding of their correlationsHaving more people involved in the review process requires that more people be trained in the review process and criterion and rubricAnalysis and interpretation Guidelines – need to be properly developed, communicated and auditedManage the feedback process – it is only data
For many reasons, 360 reviews are more susceptible to the foibles of performance reviews and human psychology than any other kind. Done poorly, you can give an employee the sense that he or she is being ganged up on, ambushed. Most critically, 360 reviews are damaging if there is a punitive air about them. For every measure, there must be a policy approach to determining and then coping with short-comings. The message here is that the individual is a valued member of the organization and we are all committed to their success.
The 360 review process will not cover for an ill-conceived competency construct, in fact it may expose it’s deficiencies faster. Unless there is a considered approach to aligning competencies with operations and strategy, it will be difficult to know what to do with 360 data and it may lead to the wrong people getting the wrong training resources.
The 360 review data needs to be considered like any other set of data. Chances are you won’t have enough reviews on any one employee to have a sample size that makes traditional statistical analysis helpful. You need to look for outliers in the data and understand them or cope with the appropriately.
There is a particularly effective time in the lifespan of an employee to use the 360 review. And now Mitch will talk about how we have developed our tool to support these concepts
Job descriptions are an anchor to a successful talent management program. The balance of competencies, criteria, tasks and outcomes define the primary context for what will and will not get accomplished…to the extent that they are also the basis for assessment of job performance.However, There are two overarching reasons that we were driven to create a special tool for managing job descriptionsThe accreditation requirements imposed by JAHCOThe explosion of highly-technical and specific job descriptions
JCAHO or the Joint Commission has clear expectation for the minimum requirements that all accredited facilities must meet and focuses on the population served and legal compliance for clinical positions, Competency-based rather than criteria-basedHealthcare has witnessed an explosion of specific job classifications making compliance a challenge, but a necessary one.
The fact is, the Joint Commission requirements represent our best thinking on job description management whether you are concerned with patient safety or organizational effectivenessThere is little doubt that many areas of work are becoming ever more specialized. Particularly in highly technical fields, the specifics of credentials, empirically measurable competencies, and ever-changing lists of software and hardware experience that make evolving teams effective are outside the realm of information that a busy HR department can keep on top of. Likewise, line managers are unlikely to remain highly attuned to the legal and policy issues that make up HR’s day. There are myriad article and papers that call for clear expectations as an integral part of job satisfaction and peak performance, but clearly this can only be achieved anymore with a tight collaboration between technical line managers and HR.