This document provides an overview of a presentation on performance management and counseling. It discusses what performance management and counseling are, why they are important, and how they can be implemented. It also discusses the benefits of performance management, the steps involved, and provides an example of how counseling can be incorporated into performance management. Finally, it discusses assessment centers and 360-degree feedback as tools for performance management and their validity, reliability, and impact.
As discussed in Vol. 1 of OD series, here we elaborate OD steps in detailed manner, how to implement with few common issues. Read our series to know more about OD. Your feedback & Idea's are most welcome.
Training Slides of Competency Approach to Human Resource Management, discussing the importance of Human Resource Management.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This power point present the research finding of Human Resources Audit. It examining the policies, documentation, systems, and practices with respect to an organization’s HR function. It reveals the strength and weaknesses in the human resources system, and all issues, which need resolution.
“AN ANALYTICAL STUDY OF PERFORMANCE MANAGEMENT SYSTEM AS A TOOL FOR EFFECTIVE...Mehul Rathod
When it comes to performance, employee‟s performance, it plays pivotal role in organizational success.
Therefore, an organization has to make very specific efforts for improving employee‟s performance to optimally utilize knowledge and skills of their employees.
The proposed research study also would report on employee‟s feedback as well as expectations & experiences with regard to selected performance management system.
It also list out suggestions for an overall improvement for employee‟s effective performance.
The research study would make an attempt to find the impact of performance management system on effective employee‟s performance.
As discussed in Vol. 1 of OD series, here we elaborate OD steps in detailed manner, how to implement with few common issues. Read our series to know more about OD. Your feedback & Idea's are most welcome.
Training Slides of Competency Approach to Human Resource Management, discussing the importance of Human Resource Management.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This power point present the research finding of Human Resources Audit. It examining the policies, documentation, systems, and practices with respect to an organization’s HR function. It reveals the strength and weaknesses in the human resources system, and all issues, which need resolution.
“AN ANALYTICAL STUDY OF PERFORMANCE MANAGEMENT SYSTEM AS A TOOL FOR EFFECTIVE...Mehul Rathod
When it comes to performance, employee‟s performance, it plays pivotal role in organizational success.
Therefore, an organization has to make very specific efforts for improving employee‟s performance to optimally utilize knowledge and skills of their employees.
The proposed research study also would report on employee‟s feedback as well as expectations & experiences with regard to selected performance management system.
It also list out suggestions for an overall improvement for employee‟s effective performance.
The research study would make an attempt to find the impact of performance management system on effective employee‟s performance.
The counselling process; Stages of the counselling processSunil Krishnan
The counselling process:
Stages of the counselling process
Stage 1: Initial Disclosure
Stage 2: In-depth Exploration
Stage 3: Commitment to action
Three stages of Counselling in Perspective
Counselling …………………………………………………………………
Counselling and Psychotherapy………………………………………
The Role of the Counsellor……………………………………………
Counselling Skills ……………………………………………………
Stages of the counselling process: …………………………………………
Some Misconceptions About Counselling ……………………………
The Counselling Process ………………………………………………
Stage 1: Relationship Building - Initial Disclosure ………………………
Stage 2: In-Depth Exploration - Problem Assessment ………………….
Stage 3: Goal Setting - Commitment to Action ………………………….…
Guidelines for Selecting and Defining Goals ………………………..
Summary ………………………………………………………………
Three stages of Counselling in Perspective …………………………………
Psychoanalytic theory ……………………………………………..…
Benefits and limitations of Psychoanalytic theory ……………
Psychodynamic Approach to Counselling …………………………
Id, Ego and Superego …………………………………………
Humanistic Theory …………………………………………………
Client Centred/Non Directive Counselling……………………
Benefits and limitations in relation …………………………
Humanistic Approach to Counselling …………………………………
Behaviour Theory …………………………………………………
Behavioural Approach to Counselling …………………………
Cognitive Theory …………………………………………………
These slides detailed about the performance management as a important aspect of HRM. It explains about how performances are managed & why its important for the organization to manage & control it...
Performance Management: A New National Standard with International ApplicabilityThe HR Observer
All organisations strive to reach their business objectives and look to their workforce for consistent and high performance. Managing employee performance and achieving results can be greatly enhanced when a goal setting process is used. This new National Standard published by the American National Standards Institute (ANSI) and the Society for Human Resource Management (SHRM) discusses how a focus on individual goal setting can help organizations with achieving organisational goals. This session will focus on how to build and develop an effective performance management system for any size or type of organisation.
John Dooney, Manager - Workforce Analytics and Research, SHRM
Performance Appraisal and Human Resource developmentGovinda Rokka
This presentation gives idea about the concept of performance appraisal and its techniques adopted in organization, staff grievances for effective human resource development
Enterprise Performance Management System or ePMS or e-PMSMangipudi Rao
The presentation talks about the e-Performance Management or enterprise performance management, how does it get evaluated till date, the factors that contribute to ePMS, some case studies, and finally how to design OKRs (that is Objectives, Key Results).
Ob Hrd Performance Mgment And Councling Pratik Negi
1. Presentation On -- Performance Management & Counseling BY 1. Pratik K S Negi 2. Ratan singh 3. Pulkit Acharaya 4. Ravi Dhakad
2. Performance management What is performance management – Performance management refers to the ongoing process of setting goals, self-assessment, manager assessment, peer-assessment (also called 360 assessment), coaching, development planning, and evaluation. Why performance Management --- If your organization is to sustain its competitive advantage, it needs employees who are productive and willing to continually learn and adapt as their roles change along with the organization, Then managing there performance becomes a integral part. How performance Management --- It includes taking frequent measures as work occurs and responding to small steps forward (many mini-measures (goals) with as much dedication as to final goals achieved). PM is a leading indicator of performance because it drives a system or organization toward desired future goals and provide solid management and performer steps along the way through daily behavior patterns of every employee.
3. Counseling In relation to performance management What is Counseling– Counseling is a one on one, many to one. Conversation procedure by which a issue which majorly deals with the performance of a employee in the organization is discussed. Why Counseling required --- If a performer is constantly giving good results and suddenly gives a performance that is not expected. Or an employee that has been a low profile performance has to be given such feedback sessions become integral part for there improvements. How Counseling can be incorporated --- It’s the basic form of feedback and performance management that is useful for many organization. its considered as one of the basic tools for the performance management guidelines. But this technique cant work singlehandedly.
29. At the end of the assessment the assessors get together share their data which is scientifically recorded on a set of evaluation forms
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32. Many organizations have started setting up their assessment centers. natural response to the need to ensure competent people manning strategic positions. Companies that are trying out include 1) RPG Group 2) Escorts 3) TISCO 4) Aditya Birla Group 6) Eicher, Cadburys ,and Castrol 7) Glaxo , Grindwell and Norton 8) ONGC , Mahindra and SAIL and others
33. Competencies that are to be measured are determined by each organization by using methods such as 1) job analysis 2) managerial aptitude profile surveys 3) Identifying competencies in the star performer Assessment techniques 1) business simulations 2) questionnaires 3) group discussions 4) role plays 6) interviews 7) case study 8) individual presentations, etc
34. Assessors Internal assessors External assessors Assessors training is catered by Academy of HRD (Hyderabad) SHL (UK) Assessment centers GE SUN AT & T NORTEL CISCO & Motorola.
35. There are certain issues with respect to assessment centre that presently persist Asian organizations, such as • Organizational commitment in terms of time & resources • Involvement of line managers • Feedback to participants • Data security • Complexity of Implementation • Clear behavioural description of competencies • Availability of assessors • Assessor training and Validity of exercises • Inter-rater reliability and Appropriateness of selection tools
38. For an effective and efficient the mangers have pressure
39. Increased pressure on Organizations to perform and set standards
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41. help in making employee promotions and placement decisions more scientific
42. contributions are more in creating a competence culture rather than mere best-fit decisions
43. Continuous competence building is a better aim rather than short- term objective promotion decisions.
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45. Example -- Northern Telecom Step 1--To find candidates’ readiness for promotion into management and to diagnose their developmental needs Step 2-- DDI worked with Northern Telecom to identify relevant job dimensions and a variety of assessment techniques and provided participants with detailed reports about their performance on the dimensions Step 3-- To validate the assessment center scores, performance criteria data were collected from participants’ peers. Step 4– The data indicated the correlations to range from 0.22 to 0.38 which was considered as high by DDI. They obtained a correlation coefficient of 0.24 * on Customer Service Orientation, 0.22 on Influence; 0.30* on Innovation, 0.34*on Job Fit a Multiple R of 0.38. on a sample of N = 61. (Source: DDI White Paper on Validity of DDI Assessment Centers, Undated) Conclusion-- There is consistent research showing that assessment centers are unbiased in their predictions of future performance. These studies considered the candidate’s age, race, gender and found the predictions by assessment centre methodology are equally valid for all candidates
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48. The appraisal is done anonymously by others and the assessment is collected by an external agent (consultant) or specially designated internal agent (for example the HRD Department).
49. The assessment is consolidated; feedback profiles are prepared and given to the participant after a workshop or directly by his boss or the HRD department in a performance review discussion session.
50. its potency as a competency identification and development tool, it is important to understand the process and its dynamics.
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53. Study covered 32 managers who had participated in the workshop. They were assessed through personal interviews and discussions on 1 to 1 basis TVRLS reports says Two months after the workshop, participants were still carrying the report and workbook within easy reach for reference and reinforcement purposes 32 managers interviewed, 24 of them had shared the data and report including the action plans with respective bosses, peers and subordinates. The CEO of a multinational company, after going through the workshop, emailed the results of his profile and feedback to all employees A good number of the 32 managers had initiated the practice of maintaining diaries to record their action plans and activities done during the day or week towards the plans
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56. Purpose of This Study While a lot is written about 360 Degree Feedback and ADCs there is very little empirical studies in India on the effectiveness of both these tools and the extent to which they have predictive ability 360 DF deals with past performance and ADCs with future potential 360 Degree feedback is limited by the context in which the person is operating. In ADC the expert assessors are supposed to create simulated situations where the real competencies of the candidate get tested Hence some of the organizations started using ADCs for promotions and development of potential for future jobs and 360 DF for development of leadership potential on the current job. The hypothesis may be that both the 360 DF and ADCs measure the same thing and should be correlated irrespective of contexts
57. Methodology Analysis presented here is from three organizations that were interested in conducting ----- Assessment and Development Centers. All three organizations wanted the ADCs as development tools. They felt the need to assess their senior and middle level managers for developing their future potential as leaders and managers to handle higher level and more complex jobs decided to supplement the ADC data with the 360 degree feedback data While the ADC measured the extent to which they would demonstrate or exhibit competencies needed to perform some of the senior level jobs The respective organizations have conducted their competency mapping exercises and a list of competencies needed for the effective performance of the roles for which the candidates are being assessed. These organizations were in the business of designing, manufacturing, assembling, marketing various electronic components for engines, automobiles and other industries.
58. Validity and reliability questioned The ADC exercises were designed on the basis of competency mapping and vetting exercise by the consultants. The role incumbents were interviewed and the competency list is validated by the role holders and their seniors This assessment tools are designed based on the validated framework. The critical incidents are also collected during the interviews so as to design the tools using those critical incident Apart from that certain hypothetical situations are used in the exercises to give a standard situation to all the participants Working with hypothetical standard operating procedures (SOP), for instance, allows all candidates to have the same advantage. Allowing the same starting point, same SOPs, puts each candidate at even starting point. Using hypothetical situation brings in that of fairness and equity.
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61. Conclusion- (An IT Organization) Most of the correlation coefficients between the 360 measures and ADC measures are negative and a few of them are high. Considering any ‘r’ above 0.5 to be high, of the 39 coefficients of “r” reported 28 are negative and 5 are high. Like in the case of Organization 1 the coefficients of r between the overall ADC scores and the measures of LGD, Business Game, Presentations, and BEI are high indicating a high degree of internal consistency between the measures using various tools generated by the ADC. No single dimension of competence emerged as more predictable than the other as almost all of them showed similar trends in correlations. 4. The results are surprising. The only reason that could be hypothesized is that in this IT organization overt behavior as shown by the 360 DF is not a good predictor of the covert potential or behavior as assessed by external experts
62. Conclusion- ( HEO- Heavy Equipment Organization): The coefficients of correlations between 360 measures and ADC measures are low and varied. The measures of competencies generated from various tools of ADC seem to be more related than the measures of ADC and the 360 data. There is no consistency with which any of the variables or competencies can be predicted. CONCLUSIONS DRAFTED OUT The 3 cases above points out that there is little correlation between the job performance as assessed by the 360 Feedback and Assessment center scores. 360 feedback is a reflection of an individual’s performance on the job and ADC score is the assessment by external consultants Therefore the case generally recommend that one should consider a combination of feedbacks like 360DF,Psychometric Tests etc. instead of relying fully on the ADC score alone
63. Possibilities that rooted up from the case Possibility 1 Internal assessors are biased and the 360 Data are impressionistic and people who manage their impressions well hide their true potential or lack of it and people who are competent may not be bale to manage their impressions well. As a result the 360 data are not as reliable and objective. In fact several 360 experts maintain 360 degree feedback as essentially subjective phenomenon. The more objective assessments are from the ADCs where the candidate’s performance is assessed by external experts and on a variety of methods Possibility 1 feedback data are more reliable and go beyond impression management. They are real and objective as they are data generated from observing the individual across a long period of time and by many internal assessors who understand the business context. Where as the ADC data are based on a series of classroom exercise and games devoid of actual reality. They are at best simulated settings and though they use external assessors, a mere observation for two days by a group of external observers in contexts created by them cannot substitute the behavior data generated on the job by the candidate across several months. Hence the low correlations between them are expected. The ADC data therefore are indicators in certain setting and used with a high degree of precaution.
64. Possibility 3: The third possibility is that the coefficients of correlation high or low observed are more due to the methodology used and hence cannot be treated as devoid of errors in measurement. Hence both are to be rejected. More serious validation studies are required to validate both the 360 degree feedback and the ADCs. Until then they should be used only as development tools and the candidates as well as organizations should approach them with caution. After all the classical studies of ADCs indicated the predictive validity of the assessment centers to be low. Possibility 4: 360 Degree assessment is measure of the past performance though on the same competencies. It is limited by the context. While the ADC data are futuristic and predictors of future performance on tasks that are heavily weighed by the competencies being assessed. Hence it is not correct to expect a high degree relationship between the past performance measures and future potential measures. If they correlate well there is no need for ADCs to assess future potential. Since they are not correlated well and internal consistency shown by various methods used in the ADCs is high the lesson to be learnt is not to use 360 for succession planning and promotions but to bank on ADCs.
65. Thankyou BY 1. Pratik K S Negi 2. Ratan singh 3. Pulkit Acharaya 4. Ravi Dhakad