The document discusses performance appraisal, which is defined as an ongoing process of identifying, observing, measuring and developing talent in an organization. It is one component of performance management. The key objectives of performance appraisal are to enhance communication between supervisors and staff, clarify job duties and expectations, determine skill levels, recognize good performance, and identify areas for development, training, and long-term career paths. Common methods include rating scales, essays, behavioral observations, management by objectives, and 360 degree feedback. Performance appraisal is linked to other HR functions like manpower planning, recruitment, compensation, learning and development, promotions, and corrective actions.
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.
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.
Stop Torturing your Managers and Employees with Traditional Performance Manag...Aggregage
Research and feedback on traditional performance management systems indicates that the parties involved do not find the process valuable. Managers dislike it because it is time consuming, lacks timeliness, seems to always be done under pressure, and are often disputed. Employees who receive “positive” performance reviews complain they are not good enough and employees that receive “negative” performance reviews complain they are inaccurate and not good enough. What a waste of time and energy!! “Stop Torturing them and give them something of Value”. Younger generation employees are clear that they need and insist on more feedback regarding all aspects of their jobs and job performance. How does management respond to this need? Initiate a system of ongoing performance management feedback. This feedback is in the form of regular conversations with the employee. How do you do this?
Performance management cycle helps the employee to align their goals with organizational goals. The four stages in performance management cycle are planning, monitoring, reviewing and rewarding
For more information visit
https://www.hrhelpboard.com/performance-management/performance-management-cycle.htm
Stop Torturing your Managers and Employees with Traditional Performance Manag...Aggregage
Research and feedback on traditional performance management systems indicates that the parties involved do not find the process valuable. Managers dislike it because it is time consuming, lacks timeliness, seems to always be done under pressure, and are often disputed. Employees who receive “positive” performance reviews complain they are not good enough and employees that receive “negative” performance reviews complain they are inaccurate and not good enough. What a waste of time and energy!! “Stop Torturing them and give them something of Value”. Younger generation employees are clear that they need and insist on more feedback regarding all aspects of their jobs and job performance. How does management respond to this need? Initiate a system of ongoing performance management feedback. This feedback is in the form of regular conversations with the employee. How do you do this?
Performance management cycle helps the employee to align their goals with organizational goals. The four stages in performance management cycle are planning, monitoring, reviewing and rewarding
For more information visit
https://www.hrhelpboard.com/performance-management/performance-management-cycle.htm
HR for Non HR_Performance Management Systemazischin
This presentation, titled "HR for Non HR: Performance Management," explores the critical aspects of effective performance management in the workplace. The deck covers the evolution of performance management, its significance for individuals, teams, and organizations, and the nine success criteria for an effective performance management system. It also delves into the importance of clear goal setting, performance feedback, performance differentiation, and managing poor performance. Additionally, the presentation addresses the legal implications of performance improvement plans and the risks of unfair dismissal and wrongful termination.
2. Key Topics
• Performance Appraisal Definition
• Methods of Performance Appraisal
• The Link Between Other HR Functions
3. Definition • Performance Management
The process of identifying, measuring, managing
and developing all key components of HR within
an organisation (to achieve optimal performance
in a synergised manner)
• Performance Appraisal
An on going process of identifying, observing,
measuring and developing talent in an
organisation
(It's just one component of the Performance
Management System)
4.
5.
6. Key Objectives • Enhance dialogue and understanding between
supervisor and staff
• Clarify job duties & responsibilities as well as
agree upon mutual expectations (pre determined
standards)
• To determine current skill & performance levels
• To recognise good performances and identify
crucial areas of development
• To establish areas for training and long term
development
• To aid other processes such as promotions,
remuneration, retention & design of future roles
7. Methods • Graphic Rating Scales: Oldest & most commonly
used method
• Essay Evaluation: Descriptive and non quantitative
• Behaviourally Anchored Rating Scales:
Performance ratings that focuses on specific
behaviours or indicators of effective or ineffective
performance
• Performance Ranking Method: Comparing staff to
another staff rather than to a standard measurement
8. Methods • Management By Objectives: Objectives which are
jointly set by supervisors and staff, periodically
measure performance and reward according to
results (focuses more on what needs to be
accomplished rather than how)
• 360 Degree Feedback: Confidential, anonymous
feedback from people who work around them
• Forced Ranking: Forced distribution method, e.g –
20% Top / 70% Mid / 10% Bottom
• Behavioural Observation Scales: Frequency rating
of critical incidents that the staff has performed
9. Supervisor's Role • Defining the skills required for the operations and
performance of the department
• Defining key objectives for each staff, performance
standards for each duty & expected results
• Coaching team members on an ongoing basis by
focussing on problem solving & staff development
• Carrying out performance reviews
• Involving staff in improving their performance and
jointly establishing a career development path
10. Staff's Role • Performing duties as per pre-agreed standards to
achieve desired results
• Seeking help in problem solving or recommending
solutions to remove barriers in achieving results
• Participating in performance planning to enhance
productivity and cost reduction where necessary
• Freely sharing views in performance reviews
• Completing designated trainings and working
towards the development plan
11. Link To Other
HR Functions
• Manpower Planning: The use of performance data
as a basis for decision making (compiling skills
inventories, data on future positions & developing
succession plans)
• Recruitment, Selection & Placement: Defining
competencies for entry level staff and the required
proficiency of each competency
• Remuneration: Based on merit pay system where
the results of performance appraisals are used as
basis to determine the rewards
12. Link To Other
HR Functions
• Learning & Development: Identifying L&D needs
(as appraisals determine the current vs desired levels
of knowledge & skills) as a tool for career
development path
• Promotions & Upgrading: As an administrative tool
for growth and motivation of employees (crucial to
avoid pitfalls of grading to maintain fairness)
• Corrective Measures & Dismissals: Appraisals used
in establishing serious performance gaps & thus
determining corrective measures, failure of which
leading to a dismissal
13.
14. Key Topics (Revisited)
• Performance Appraisal Definition
• Methods of Performance Appraisal
• The Link Between Other HR Functions