This document provides guidance on best practices for performance appraisals. It begins with an overview of Mohammad Fheili's experience in banking and economics. It then discusses performance appraisals as part of human resources management. Key aspects of effective performance appraisals are identified, including identifying, measuring, evaluating, correcting, and improving employee performance. The performance appraisal process should be ongoing, with clear expectations set and regular feedback provided. When done correctly, performance appraisals can provide input for administrative and developmental purposes. However, the system must be credible, reliable, and produce equitable outcomes to be effective.
This document discusses the key components of an effective performance management process: performance planning, execution, assessment, review, and renewal. It outlines the prerequisites of understanding an organization's mission/goals and employees' job descriptions. Performance planning establishes objectives, standards, and development plans. Regular feedback during execution is important. Assessment incorporates self, manager and other ratings. Reviews evaluate past performance and set new goals. The cycle renews with insights from previous phases. The process works best when all components are implemented well and clearly linked.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
Unit- 1. Performance Management and reward systems in Context Preeti Bhaskar
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
Unit- 4. Defining Performance and choosing Management approachPreeti Bhaskar
The document discusses different approaches to defining and measuring job performance. It explains that performance can be defined as behaviors, and that behaviors are multidimensional, not always observable, and results may be used as proxies. Performance is determined by declarative knowledge, procedural knowledge, and motivation. The document also discusses using behavior, trait, and results approaches to measuring performance and the advantages and disadvantages of each. It provides an example of diagnosing poor performance by identifying whether the issue is related to declarative or procedural knowledge.
Implementing A Performance Management System {Lecture Notes}FellowBuddy.com
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This document discusses the key components of an effective performance management process: performance planning, execution, assessment, review, and renewal. It outlines the prerequisites of understanding an organization's mission/goals and employees' job descriptions. Performance planning establishes objectives, standards, and development plans. Regular feedback during execution is important. Assessment incorporates self, manager and other ratings. Reviews evaluate past performance and set new goals. The cycle renews with insights from previous phases. The process works best when all components are implemented well and clearly linked.
Define performance & choosing a measurement approachkahogan62
This document discusses approaches to measuring job performance. It defines performance as behaviors rather than outcomes or results. Performance is determined by an employee's declarative knowledge, procedural knowledge, and motivation. Dimensions of performance include task and contextual performance. The document compares trait, behavior, and results approaches to measuring performance and their appropriate uses depending on factors like the link between behaviors and results.
The document discusses the importance of HR metrics for measuring workforce performance and linking it to business strategy execution and results. It introduces the balanced scorecard model for identifying the behaviors, competencies, mindsets, and culture required for workforce success and measuring their impact on business outcomes. Specific metrics are proposed for measuring HR competencies, systems, leadership behaviors, and overall workforce success in executing business strategy and creating value. The balanced scorecard, workforce scorecard, and HR scorecard are presented as frameworks for operationalizing strategies and providing feedback across business processes and outcomes.
Unit- 1. Performance Management and reward systems in Context Preeti Bhaskar
This document provides an overview of performance management. It begins by defining performance management as identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that performance management involves ongoing feedback to improve performance while appraisal assesses strengths and weaknesses annually. The document outlines contributions and disadvantages of performance management systems, defines reward systems, and describes the roles and ideal characteristics of an effective performance management system.
Unit- 4. Defining Performance and choosing Management approachPreeti Bhaskar
The document discusses different approaches to defining and measuring job performance. It explains that performance can be defined as behaviors, and that behaviors are multidimensional, not always observable, and results may be used as proxies. Performance is determined by declarative knowledge, procedural knowledge, and motivation. The document also discusses using behavior, trait, and results approaches to measuring performance and the advantages and disadvantages of each. It provides an example of diagnosing poor performance by identifying whether the issue is related to declarative or procedural knowledge.
Implementing A Performance Management System {Lecture Notes}FellowBuddy.com
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
The document discusses various topics related to human resource management and strategic management. It defines management and its key factors. It then defines human resource management and discusses its role, objectives, and activities. It covers topics like HR planning, trends, strategy, tools, technology, and their application. It also discusses challenges faced by HR and how HR activities focus on productivity, quality, and services.
This document discusses the importance of performance management for organizational effectiveness. It argues that performance management influences factors like employee development, teamwork, commitment and retention. It states that effective managers are able to understand how employees feel about their work and intervene when needed. The document provides details on how to develop an effective performance management system, including gaining input from senior management, employees and other stakeholders. It outlines key elements of strategic plans that can be used to develop performance measures and management. Overall, the document advocates for the use of performance management to motivate employees and improve business performance.
The document discusses human resource audits. It defines an HR audit as examining and evaluating HR policies, procedures, and practices to determine the effectiveness and efficiency of human resource management. The purpose of an HR audit is to assess HR functions and identify strengths and weaknesses. Benefits include improving the HR department's image, encouraging professionalism, ensuring legal compliance, and reducing costs. Key areas audited include HR functions, managerial compliance, HR climate, and corporate strategy. Common approaches to HR audits are comparative, outside authority, statistical, compliance, and management by objectives. The conclusion emphasizes that HR audits help minimize turnover by improving training, working conditions, compensation, and advancement opportunities.
Unit- 8. Performance Management and employee development Preeti Bhaskar
The document discusses performance management and employee development. It describes how personal development plans can help employees improve performance, address weaknesses, and avoid past issues. The plans specify objectives, timelines, strategies, and standards to assess progress. Development activities may include on-the-job training, mentoring, courses, conferences, and professional organization involvement. 360-degree feedback systems gather input from supervisors, peers, customers, subordinates and the employee themselves to help individuals enhance performance. Risks and advantages of these systems are presented.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
Performance appraisal problems and solutionszonaharper2
The document discusses various problems that can occur with performance appraisals, such as a lack of initial goal setting and feedback, as well as solutions like establishing accountability, using the right system for the organization, and clearly explaining the purpose of evaluations. It also examines different methods for conducting performance appraisals, like ranking, rating scales, checklists, and behavioral anchored rating scales. The document provides resources for additional information on performance appraisal problems and solutions.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
Performance management is a process that identifies, measures, and develops employee performance to ensure it aligns with organizational goals. It involves setting employee objectives and standards, providing feedback, determining training needs, and evaluating performance. However, performance management faces challenges, including lack of alignment between employee and organizational objectives, poor measurement of performance, and lack of leadership commitment to the process.
The document provides a comprehensive overview of HR audits and HRD audits. It defines what they are, their purpose, how they are conducted, and why organizations conduct them. Some key points:
- HR audits evaluate all aspects of HR activities to ensure legal compliance, alignment with goals, and identify areas for improvement.
- HRD audits comprehensively evaluate existing HRD structures, strategies, systems and culture to determine their appropriateness and alignment with organizational goals.
- Audits are conducted through interviews, questionnaires, observations and analyzing records. They help organizations improve HRD systems, increase focus on human capital, and strengthen accountability.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
Human Resources Performance Management Metrics PowerPoint Presentation Slides SlideTeam
Looking to take up your HR performance metrics PowerPoint show to next level? Just check out our readymade deck Human Resources Performance Management Metrics PowerPoint Presentation Slides with 61 slides precisely showcase the data. Our Human Resources Performance Management Metrics PPT presentation supports to underline the important aspects related to HR performance metrics like performance review the role of HR, metrics model, most common HR metrics, employee turnover, profit per employee, revenue per employee, revenue-cost per employee comparison, workforce diversity by gender, staff with professional qualification, competency rating and many more such designs examples. With help of our PowerPoint presentation deck HR teams and managers can easily present the content and reports to the target management. Furthermore, using this visually impactful PPT slide sample, you can brief employees about employee absence schedule, employee absenteeism, employee attendance tracker, performance review scoring, training hours per employee etc. Above all, exclusive presentation slides like employee satisfaction, staff engagement model, David Zinger or Aon Hewitt employee engagement, HR Dashboard etc. are included to touch all aspects of a brilliant human resources PPT presentation. So, what’s holding you back? Click and download our readymade Human Resources Performance Management Metrics Presentation sample and show your PowerPoint skills. Enlighten folks on baseless intolerance with our Human Resources Performance Management Metrics PowerPoint Presentation Slides. Condemn any acts of bigotry.
This document discusses performance appraisals. It provides details on:
- The objectives and process of performance appraisals, which include estimating performance gaps, exercising organizational control, and providing feedback.
- Methods used in performance appraisals, such as balanced scorecards, behavioral anchored rating scales, and 360-degree feedback.
- Trends in performance appraisals, like a focus on career development and the use of 360-degree feedback systems.
- Factors to consider when conducting performance appraisals for employees at different levels within an organization.
This document discusses components of performance appraisal forms and processes. It describes key sections of appraisal forms such as employee information, objectives, competencies, achievements, and development plans. It also outlines desirable features like simplicity and comprehensiveness. The document examines strategies for determining overall performance ratings and discusses appropriate appraisal periods and meeting frequency. It analyzes sources of performance information like supervisors, peers, customers and considers how to address disagreement across sources. Finally, the document explores a model of rater motivation and how training programs can prevent rating distortion.
Introduction to Performance Management - Meaning, Process, Need, Difference between Performance Appraisal and Performance Management, Components of Performance Management System
This document discusses performance management. It defines performance management as identifying, measuring, and developing employee performance to align with organizational goals. It involves setting clear expectations, communicating how jobs contribute to goals, and sustaining or improving performance through ongoing feedback. The goals of performance management are to enable high employee performance, develop skills, and boost motivation. It should be an integrated process that considers outputs, outcomes, processes, and inputs through communication and stakeholder involvement.
The document discusses human resource audits, including their definition, significance, objectives, benefits, and approaches. A HR audit examines policies, practices, procedures, compliance, effectiveness, and efficiency. It identifies gaps, makes recommendations for improvements, and helps ensure HR activities align with organizational goals. The audit scope includes functions like planning, staffing, development, motivation and more. Objectives include assessing performance, implementation, corrective actions, evaluations, and strategy modification. Benefits are improving the HR department, responsibility, uniform policies, and legal compliance.
The document discusses various topics related to human resource management and strategic management. It defines management and its key factors. It then defines human resource management and discusses its role, objectives, and activities. It covers topics like HR planning, trends, strategy, tools, technology, and their application. It also discusses challenges faced by HR and how HR activities focus on productivity, quality, and services.
This document discusses the importance of performance management for organizational effectiveness. It argues that performance management influences factors like employee development, teamwork, commitment and retention. It states that effective managers are able to understand how employees feel about their work and intervene when needed. The document provides details on how to develop an effective performance management system, including gaining input from senior management, employees and other stakeholders. It outlines key elements of strategic plans that can be used to develop performance measures and management. Overall, the document advocates for the use of performance management to motivate employees and improve business performance.
The document discusses human resource audits. It defines an HR audit as examining and evaluating HR policies, procedures, and practices to determine the effectiveness and efficiency of human resource management. The purpose of an HR audit is to assess HR functions and identify strengths and weaknesses. Benefits include improving the HR department's image, encouraging professionalism, ensuring legal compliance, and reducing costs. Key areas audited include HR functions, managerial compliance, HR climate, and corporate strategy. Common approaches to HR audits are comparative, outside authority, statistical, compliance, and management by objectives. The conclusion emphasizes that HR audits help minimize turnover by improving training, working conditions, compensation, and advancement opportunities.
Unit- 8. Performance Management and employee development Preeti Bhaskar
The document discusses performance management and employee development. It describes how personal development plans can help employees improve performance, address weaknesses, and avoid past issues. The plans specify objectives, timelines, strategies, and standards to assess progress. Development activities may include on-the-job training, mentoring, courses, conferences, and professional organization involvement. 360-degree feedback systems gather input from supervisors, peers, customers, subordinates and the employee themselves to help individuals enhance performance. Risks and advantages of these systems are presented.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
* How high is your annual employee turnover?
* How much of your employee turnover consists of regretted loss?
* Do you know which employees will be the most likely to leave your company within a year?
Find the answer from HR Analytics because Human Resource analytics (HR analytics) is about analyzing an organizations’ people problems.
Performance appraisal problems and solutionszonaharper2
The document discusses various problems that can occur with performance appraisals, such as a lack of initial goal setting and feedback, as well as solutions like establishing accountability, using the right system for the organization, and clearly explaining the purpose of evaluations. It also examines different methods for conducting performance appraisals, like ranking, rating scales, checklists, and behavioral anchored rating scales. The document provides resources for additional information on performance appraisal problems and solutions.
Performance management is defined as an ongoing, iterative process that includes goal setting, communication, observation, and evaluation to support organizational success. It aims to align employee performance with organizational strategic goals. Key aspects of performance management include planning performance goals, executing work, assessing performance, reviewing performance, and renewing goals. The information gathered through performance management is used for salary administration, performance feedback, and identifying employee strengths and weaknesses.
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
Performance management is a process that identifies, measures, and develops employee performance to ensure it aligns with organizational goals. It involves setting employee objectives and standards, providing feedback, determining training needs, and evaluating performance. However, performance management faces challenges, including lack of alignment between employee and organizational objectives, poor measurement of performance, and lack of leadership commitment to the process.
The document provides a comprehensive overview of HR audits and HRD audits. It defines what they are, their purpose, how they are conducted, and why organizations conduct them. Some key points:
- HR audits evaluate all aspects of HR activities to ensure legal compliance, alignment with goals, and identify areas for improvement.
- HRD audits comprehensively evaluate existing HRD structures, strategies, systems and culture to determine their appropriateness and alignment with organizational goals.
- Audits are conducted through interviews, questionnaires, observations and analyzing records. They help organizations improve HRD systems, increase focus on human capital, and strengthen accountability.
The document discusses performance management. It begins by defining performance management as the continuous process of identifying, measuring, developing, and aligning individual and team performance with organizational goals. It distinguishes performance management from performance appraisal, noting that the former is strategic, ongoing, and driven by line managers, while the latter is an annual assessment driven by HR. The document outlines the components of a performance management system, including performance planning, appraisal and feedback, rewarding performance, improvement plans, and potential appraisal. It describes the strategic, administrative, informational, developmental, organizational, and documentation purposes of performance management systems.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
The document discusses human resource information systems (HRIS) and electronic human resource management (e-HRM). It defines HRIS as a system that allows tracking of employee information in databases. It describes the main components and functions of an HRIS including recruitment, compensation, benefits administration, and reporting. The document also outlines some benefits, challenges and types of e-HRM such as operational, relational and transformational e-HRM. It provides examples of how e-recruitment, e-selection, e-performance management, e-learning and e-compensation can be implemented using web-based technologies.
Human Resources Performance Management Metrics PowerPoint Presentation Slides SlideTeam
Looking to take up your HR performance metrics PowerPoint show to next level? Just check out our readymade deck Human Resources Performance Management Metrics PowerPoint Presentation Slides with 61 slides precisely showcase the data. Our Human Resources Performance Management Metrics PPT presentation supports to underline the important aspects related to HR performance metrics like performance review the role of HR, metrics model, most common HR metrics, employee turnover, profit per employee, revenue per employee, revenue-cost per employee comparison, workforce diversity by gender, staff with professional qualification, competency rating and many more such designs examples. With help of our PowerPoint presentation deck HR teams and managers can easily present the content and reports to the target management. Furthermore, using this visually impactful PPT slide sample, you can brief employees about employee absence schedule, employee absenteeism, employee attendance tracker, performance review scoring, training hours per employee etc. Above all, exclusive presentation slides like employee satisfaction, staff engagement model, David Zinger or Aon Hewitt employee engagement, HR Dashboard etc. are included to touch all aspects of a brilliant human resources PPT presentation. So, what’s holding you back? Click and download our readymade Human Resources Performance Management Metrics Presentation sample and show your PowerPoint skills. Enlighten folks on baseless intolerance with our Human Resources Performance Management Metrics PowerPoint Presentation Slides. Condemn any acts of bigotry.
This document discusses performance appraisals. It provides details on:
- The objectives and process of performance appraisals, which include estimating performance gaps, exercising organizational control, and providing feedback.
- Methods used in performance appraisals, such as balanced scorecards, behavioral anchored rating scales, and 360-degree feedback.
- Trends in performance appraisals, like a focus on career development and the use of 360-degree feedback systems.
- Factors to consider when conducting performance appraisals for employees at different levels within an organization.
This document discusses components of performance appraisal forms and processes. It describes key sections of appraisal forms such as employee information, objectives, competencies, achievements, and development plans. It also outlines desirable features like simplicity and comprehensiveness. The document examines strategies for determining overall performance ratings and discusses appropriate appraisal periods and meeting frequency. It analyzes sources of performance information like supervisors, peers, customers and considers how to address disagreement across sources. Finally, the document explores a model of rater motivation and how training programs can prevent rating distortion.
The document provides tips for employees to get the most out of their annual performance review meeting. It advises employees to prepare by reviewing past goals and accomplishments, drafting a self-evaluation highlighting strengths and areas for improvement, and considering feedback to provide to the manager. During the meeting, employees should keep the discussion focused on their performance and development, seek clarity if feedback is unclear, and learn from the experience by processing the information afterwards. The document cautions against being unrealistic in self-evaluations, placing blame for shortcomings, groveling, or aggressively debating the manager's feedback.
The document outlines six steps for conducting an effective performance appraisal meeting: 1) Establish the purpose of the meeting, 2) Outline an agenda and get the employee's agenda, 3) Review the performance review form and discuss challenges and successes, 4) Discuss development plans and goals, 5) Agree on specific action items for both manager and employee, and 6) Summarize the discussion and get feedback from the employee. The overall goal is to have an open two-way discussion about performance, goals, and development that leaves both parties motivated to implement an action plan.
The document discusses performance appraisals, including their meaning, objectives, benefits, importance, types, and limitations. It defines performance appraisal as the systematic evaluation of an employee's job performance by their supervisor or manager. Performance appraisals are used to provide feedback to employees, determine salary and promotion decisions, identify training needs, and evaluate employee effectiveness. The document outlines various methods of conducting performance appraisals and emphasizes the importance of the appraisal interview in communicating evaluation results and developing employees.
Performance appraisals are used to systematically evaluate employees' job performance and potential. They have several objectives, including identifying performance gaps, organizational control, and employee development. The performance appraisal process involves establishing standards, measuring performance, comparing to standards, and providing feedback. Key aspects are documentation of performance, clear standards, an objective evaluation technique, and communication of results without personal bias. Most companies use performance appraisals for compensation, training, identifying performance gaps, and goal-setting. When done effectively, performance appraisals can help employees' career development by motivating improvement and charting career progression.
This solution set will assist you in sifting through the mess and understanding the basics of performance appraisal, recognizing the various formal methods that are out there and determining what components you need to build a performance appraisal program that meets the goals of your organization.
The information in this report will provide:
•The benefits and challenges of performance appraisal methods, when to draw from them and how to overcome the limitations of rater biases.
•Advice on the contested use of forced ranking and 360-degree feedback.
•Short term activities that will get you started on effective performance appraisal practices.
Use this knowledge to prepare yourself in order to create an effective performance appraisal program.
Reinventing Performance Management: How to Measure Performance, Boost Employe...Snag
Sleeplessness. Stomach aches. Paralyzing fear. These are just some of the symptoms many employees experience in the days leading up to a performance review. And it’s not just your employees dreading them … even 95% of managers aren’t satisfied with their company’s performance management process.
So why do we keep up the same ole-same ole review process when no one’s happy with it? Check out our ‘Reinventing Performance Management’ presentation with our performance management experts from Reliant and Love’s Travel Stops & Country Stores to:
-- Understand why so many of today’s performance management processes are broken … and how to fix them
-- Discover how to implement a review cycle that’s both regular and meaningful
-- Learn new performance management strategies to better engage team members and drive productivity
-- Find out how to streamline the review process to save time and resources
-- Determine whether your company is guilty of “rater bias” and how to avoid it
Reinventing Performance Management - How to do it rightBambooHR
Performance reviews have a bad rep—and often for good reason! This slideshare looks at how 100+ professionals and managers view performance reviews and how we can do them right.
Performance appraisal (PA) is used to evaluate employee performance and potential. It involves both quantitative and qualitative assessments of an employee's job performance over a period of time. PA helps identify employee strengths and weaknesses, set goals, determine training needs, and inform compensation and promotion decisions. Effective PA systems include clear objectives, standardized processes, training for managers, job-related evaluations, documentation, feedback opportunities, and post-appraisal reviews. Traditional methods include graphic rating scales, rankings, and checklists. Modern methods include behavioral anchored rating scales, 360-degree feedback, and management by objectives.
This ppt is for all those who have interest in Performance management. Let it be employee or employer.
Every employee waits whole year in dreams of getting of good appraisal next year . He should be well prepared for it in advance.
Similarly people how are in HR department or Management should be also very much prepared to face question, and answer the query without any ego or attitude in benefit of organization.
This document provides guidance on performance management and addressing problem behaviors in employees. It begins by advising managers to start performance discussions on a positive note by acknowledging strengths before identifying specific problem behaviors. Examples are given of behaviors to address rather than personal traits. The document then outlines steps for discussing problems with an employee, including setting clear expectations for improved behaviors and follow up. It also provides tips for effectively listening to the employee response and dealing with a resistant employee. Finally, it suggests identifying employee strengths and leveraging them to turn a problem employee into a star performer.
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.
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
The document provides guidance on writing effective performance appraisals, including discussing the purpose of performance appraisals, preparation tips, different appraisal methods like ranking, rating scales, checklists, and examples of feedback phrases. It also lists additional resources on performance appraisal forms, templates, and techniques to help managers structure appraisals that motivate employees and assess performance over the review period.
Here are a few key things Trent should have considered when evaluating Ms. Smith's performance:
- Provide balanced feedback that addresses both strengths and weaknesses. Focusing only on weaknesses can demotivate employees.
- Set clear, measurable goals for improvement. Vague suggestions like "fit in better" are not actionable. Well-defined goals help guide improvement.
- Discuss expectations beforehand. Employees should know the criteria and standards they'll be evaluated on to successfully do their job.
- Have a collaborative discussion. Appraisals work best as a two-way conversation where the employee can provide context or an alternative perspective.
- Consider circumstances outside work. Personal issues could impact performance temporarily without reflecting ability. Flex
The document discusses the problems with performance management systems (PMS). It notes that PMS are based on assumptions that may not always hold true, such as the ability to objectively measure performance. PMS can send negative messages to employees like only being responsible for your specific job duties. They may also encourage competition between employees instead of teamwork. The document also lists common mistakes made by HR professionals and managers in implementing PMS, such as a one-size-fits-all approach. Overall, the document argues that as currently implemented by many companies, PMS are not effective and a waste of time, needing revision to better systems.
The document discusses best practices in talent assessment. It makes three key points:
1. Assessment is the foundation of effective talent acquisition and management. It affects organizational success through improved hiring and employee development.
2. High-quality assessment using both eligibility and suitability factors enables better hiring decisions, reduced training costs, and increased retention. It also improves employee development by pinpointing strengths and areas for growth.
3. An effective assessment measures over 100 traits using a work-focused questionnaire, weighs factors specific to each job, and overcomes self-deception to accurately predict job performance. It provides a more objective understanding of fit than interviews alone.
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips
In this file, you can ref useful information about performance appraisal best practices such as performance appraisal best practices methods, performance appraisal best practices tips, performance appraisal best practices forms, performance appraisal best practices phrases … If you need more assistant for performance appraisal best practices, please leave your comment at the end of file.
- The document discusses a guest lecture about performance management and appraisals at The New School given by the Director of Training and Development.
- Key topics covered in the lecture include the differences between performance management and performance appraisals, the performance appraisal process and forms used at The New School, training for supervisors, and best practices for conducting appraisals and providing feedback to employees.
- The goal is to streamline The New School's performance appraisal process to link performance to compensation and development while ensuring fairness and supporting personnel actions.
The document discusses performance appraisals and their use and effectiveness. It describes how performance appraisals are used widely by organizations to assess employee performance and development needs. However, there is ongoing debate around their effectiveness. Traditional performance appraisal approaches that focus only on individual performance are becoming outdated in modern organizational cultures. Effective performance appraisal systems should assess both individual and organizational performance in a collaborative manner.
This document discusses performance appraisal and provides details about:
1. It defines performance appraisal as a systematic evaluation of employees by supervisors and discusses why appraisals are conducted.
2. It describes different methods of performance appraisal used in companies like behaviorally anchored rating scales, human resource accounting, management by objectives, 360 degree feedback, and the rating scale method used by BMW.
3. It provides an overview of BMW, including that it is a German automaker known for luxury vehicles and motorcycles, and discusses BMW's operations in India including its assembly plant in Chennai.
The document discusses conducting an employee satisfaction survey to provide an understanding of how employees perceive the organization along different dimensions. The survey would assess satisfaction with areas like benefits, commitment, communication, customer service, decision making, development, job content, leadership, pay, performance, appraisal, safety, teamwork, and training. Conducting such surveys allows organizations to identify issues, develop solutions to improve the workplace, retain valuable employees, and facilitate higher customer satisfaction through satisfied, motivated workers.
The document summarizes research conducted on performance appraisal systems. Key findings from surveys of appraisers and appraisees are presented. Both groups expect performance appraisals to determine promotions and transfers, as well as salary administration and benefits. However, communication of standards and opportunities for feedback are lacking. Most appraisal systems rely solely on supervisor ratings and do not incorporate self-assessments or comments. The research finds room for improvement in making objectives clear and linking appraisals to organizational goals and employee development.
Performance appraisals are tools used by organizations to evaluate employee performance and development. While performance appraisals have been used for decades, there are ongoing problems and debates around their effectiveness and validity. Some key issues include appraisals relying too heavily on subjective manager opinions, a lack of communication and goal setting with employees, and biases influencing ratings. Overall, performance appraisals continue to be widely used but improving their processes remains an important challenge to help motivate employees and benefit organizations.
Assessing people for jobs is the most important task for any organization, as it determines new hire performance and the organization's success. High quality assessment enables better hiring decisions, reducing costs from poor training and development. Effective assessment also improves employee development.
The first challenge is fully understanding the job and identifying key success factors. Without this, assessment cannot be effective. Assessing candidates on eligibility and suitability is complex, requiring research on how different levels of each factor impact performance. Interviews alone cannot accurately assess suitability, as interviewers lack detailed job formulas and are biased. Personality assessments also cannot predict job performance as they were not designed for the workplace.
Effective job behavior assessments measure over 100 traits, are work
In this file, you can ref useful information about performance appraisal ratings such as performance appraisal ratings methods, performance appraisal ratings tips, performance appraisal ratings forms, performance appraisal ratings phrases … If you need more assistant for performance appraisal ratings, please leave your comment at the end of file.
This document provides an overview of employee performance appraisal systems. It discusses the purposes of performance appraisal which include improving performance, identifying potential, and assisting with pay increases. The document outlines the appraisal process, best practices for an effective system, and advantages of performance management which ensure employees and managers are aware of performance expectations and improvements. It emphasizes that appraisal should be an ongoing, continuous process rather than just an annual event.
This document provides an overview of employee performance appraisal systems. It discusses that performance appraisal is an ongoing process to assess an employee's performance throughout the year, not just during formal reviews. It aims to identify strengths and weaknesses to improve performance. While reviews provide an objective basis for decisions like pay increases, the overall goal is continuous communication between managers and employees to prevent and solve problems.
The document discusses performance appraisals, including definitions, objectives, importance, benefits, disadvantages and examples. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential for development. The key objectives of performance appraisals are identified as determining training needs, identifying employees for rewards/promotions, and measuring whether standards are achieved. Benefits include enhanced motivation, validation of selection processes, and providing a basis for decisions. However, performance appraisals can also be disadvantageous if not done appropriately and can waste time. An example of Pepsi-Cola's performance appraisal system focuses on feedback and balancing cultural and administrative needs. Potential appraisals aim to identify employees' hidden talents and skills for future
From the survey results, both appraisers and appraisees expect performance appraisals to determine promotions, transfers, salaries, and benefits. A single appraisal system can satisfy both parties if it allows periodic evaluation of employee contributions and rewards high performers with increases and promotions. Self-appraisals are an important tool for employees to analyze their own strengths and weaknesses. Employees want self-ratings to be included in appraisals but organizations do not encourage this. There should be effective communication of business goals to employees and a proper complaint channel. The credibility of the appraiser and employee motivation are also important for success of the appraisal system.
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I argue that much of what is proposed in the IFRS 9 document could have been accomplished through Pillar 2 of the Basel Accord in its 2006 release.
Pillar 2 was introduced to put to test Management Capabilities, and Regulatory Credibility. I argue that both failed that test which made the introduction of IFRS 9 a necessity.
Compliance is about identifying the risks that the financial institution could encounter as a result of “Failing To Comply”.
Conduct & document comprehensive Risks Assessment; and the planned remedial measures in a manner appropriate to the requirements of the compliance rule!
This is my message.
A Summary of My Professional Qualifications. It is in Power Point Presentation format for easy and convenient access. Browse through it in "Slide Show Mode" and click on what you want to see.
The document appears to be a presentation given by Mohammad Ibrahim Fheili on evolving technologies and their implications for compliance. Some key points from the presentation include:
- Compliance processes have been transformed into data-rich decision making processes that rely heavily on collecting and updating client profiles, which can be overwhelming without technology and automation.
- Technology alone cannot improve compliance if the underlying compliance processes are inadequate, but it can help process data more efficiently.
- Digital transformation and automation can optimize KYC and CDD processes by enabling parallel processing, mobile access, and integrating previously siloed compliance sub-processes.
- However, over-reliance on technology also increases exposure to IT failures, so
a qualitative insider's look at the challenges confronted by members of Board of Directors in Governing as Technological Innovations fast forward and invaded the Banking/Financial Landscape; and as Compliance competes with Governance in Oversight.
the article provide a snap shot about CRS but raises concerns about the OECD Tax Authorities intruding into the Financial Sector which is disturbing the peace!
It is a reader friendly, practical and easy to follow presentation on the challenges that Financial Institutions have to cope with for a healthy and sustainable growth.
This document provides information about Mohammad Fheili and his expertise in stress testing credit risk. It includes his credentials, which show over 30 years of banking experience in risk management roles. It also discusses the importance of stress testing for understanding potential risks and their impacts under different scenarios. Stress testing helps banks evaluate whether their capital levels would be sufficient to withstand severe but plausible future events and credit environments. The document outlines various types of credit stress tests a bank can perform, including sensitivity analyses, scenario analyses using both historical and hypothetical scenarios, and tests focused on macroeconomic, market or worst-case events.
The document discusses ISACA, an association for information systems audit, control, and security professionals. It states that ISACA was founded in 1969 by a small group recognizing the need for information and guidance in auditing computer system controls. Today, ISACA serves over 140,000 professionals in 187 countries. The rest of the document appears to be contact information for an event speaker.
This document contains a presentation by Mohammad Fheili on various topics related to risk management in banking. It begins with Mohammad Fheili's biography and experience in the banking industry. It then discusses how banking has become more complicated due to factors like increased automation, customer demands for transparency, and reduced customer intimacy. Several technological disruptions that are impacting banking are identified, including mobile internet, cloud technology, and artificial intelligence. Cyber risks and how they are rising are examined, with data showing increases in security incidents and intellectual property theft. The importance of skills, loyalty, and human capital accumulation for organizations is discussed. Models for risk management, including potential risks within and between modules, are presented. The impact of information technology
The document discusses risks in retail banking as the industry adapts to changes in technology, customer expectations, and competition. It notes that increased electronic services have reduced customer intimacy and switching costs, while greater data availability has increased demands for transparency. New competitors are entering through digital channels. The retail banking organization must transform to meet new challenges through customer-centric strategies, agile operations, and a workforce ready for change. Branches play a key role in managing risks and compliance requirements as a major source of transactions and customer interactions.
This document contains biographical information about Mohammad Fheili and outlines his experience in banking, risk management, and academia. It also discusses the importance of risk culture within organizations and how individual risk perceptions and ethics influence organizational culture. An effective risk culture is defined as one that enables and rewards informed risk-taking by individuals and groups.
2. 2
Mohammad Fheili
“Over 30 years of Experience in Banking. Contact Details:
mifheili@gmail.com (961) 3 337175
Mohammad has successfully delivered over 1,500 hours of training to professional
bankers.
He served as an Economist at ABL, and Senior Manager at BankMed and
Fransabank: and he currently serves in the capacity of an Executive (AGM) at JTB
Bank in Lebanon.
In addition, He worked as an Advisor to the Union of Arab Banks.
Mohammad also served as Basel II Project Implementation Advisor to CAB and HBTF
Banks in Jordan.
Mohammad received his college education (undergraduate & graduate) at Louisiana
State University (LSU), and has been teaching Economics and Finance for over 25
continuous years at reputable universities in the USA (LSU) and Lebanon (LAU).
Finally, Mohammad published over 25 articles, of those many are in refereed
Journals (e.g., Journal of Money Laundering & Control; Journal of Operational Risk;
Journal of Law & Economics; etc.) and Bulletins.”
3. A System’s View Of HR Management
Recruitment
& Selection
Wages & Salaries
Administration
Training &
Development
Coaching &
Counseling
PERFORMANCE
APPRAISAL
Delegating &
Assigning Work
Career
Planning
Skills
Inventory
Breaking The HR Job Down
Into Its Performance
Indicators
Primarily The
Responsibility
Of HR
Specialists
Shared
Responsibility
Primarily The
Responsibility Of
Supervisors
5. HR Operational Risk
Staff-Related
Operational Risk
Resignation
Adaptability Qualification
Motivation
Work Force
Measure
Recent
Joiners
Capture Warning Signals
(As Early As Possible,
and Ongoing)
Feeds
Continuous
Monitoring
Enables
Corrective Action
Increases
People ValueReduces
Leavers: Key People
or Otherwise
Existing
Staff
6. Operational Risk
Perception of Inequity Breeds Turnover and
Dissatisfaction.
Dissatisfaction Breeds Lack Of Productivity
Turnover Results In Costly Replacement Of
“Key Leavers”.
Turnover and Dissatisfaction Causes Down-
Time.
Turnover Results In Costly Recruitment.
7. Measurements Used In Decision-making Processes Must
Be Reliable And Credible (Otherwise G.I.G.O. e.g., Postponing
decisions, Not taking decisions, Indecisiveness, Inequity, Etc.).
Perception Is Reality!
Perceived Inequity (of the PA System) Is As Bad As
Real Inequity!
This is not a “Chicken-Egg Problem”, We have to go to
the Root-Cause of the problem, and ensure that the
system produces equitable outcomes (i.e., perceived
equity in rewards and penalties)!
8. Performance Management
An Ongoing Communication Process (Send-N-
Receive), undertaken in partnership, between
an employee and his/her immediate supervisor.
This process involves establishing Clear
Expectations and Understanding of …
9. The Process …!
This is where your part as a
Line Manager Starts.
• Set Goals (Let Employees be Involved)
• Observe and Monitor
Performance (… Contributes to the
frequency of …)
• Share Observations with
Employees (How Often?!)
• Evaluate Annual (or more often)
Performance and Institute a
Plan to Develop Employee
Skills and Abilities
• Start all over: Set New Goals (The
Journey to the future is easier if you look forward
instead of backward)
This is where your part as a line
manager ends.
• Performance Appraisal
System Must Reflect an
“Ongoing Process”
• If You Fail To Plan; Then You
Have Planned For Failure!
10. The Cycle of Performance Management!The Cycle of Performance Management!
Planning
Monitoring & Control
Reviewing
Taking Action
11. The Outcome Of Performance Appraisal
Serves As Input Into A Number Of
Decision-making Processes
Administrative
• Compensation
• Promotion
• Dismissal
• Downsizing
• Layoffs
Developmental
• Identifying strength
• Identifying areas for growth
• Development Planning
• Coaching and Career
Planning
12. But Cause-and-Effect!
Productivity
(On-The-Job Expectations:
Qualifications vs.
Requirements, Clear and well
communicated to the
employee .. Goal Setting,
Etc.) Performance Appraisal
(Productivity is Evaluated Fairly, Objectively, Frequently, and
openly. Critiques are provided constructively)
Rewards
Punishment
It is a
“Work of Heart”,
and it
must be Credible!
Responsibilities Established
Accountability
Established
Credibility
Established
Reliability
Established
If not credible or reliable, the system will not produce any of its desired benefits. In fact, it
becomes a source of frustration! This is what we got right now.
Development
13. Best Fit!
People
Organization
Competencies &
Professional
Qualifications
Values &
Motives
Job Requirements
Behaviors &
Outcomes
Culture &
Values
Match Competency
With
Job Qualifications
Match Organization
With
Individual’s Values
Fit
With
Job
Fit
With
Culture
Entry-Level Position
For Career Planning & Higher
Managerial Positions
14. What Does An Employee Need From A Performance
Appraisal SYSTEM?
• Does The System Produce Information That Is Relevant
To The Job (And Consequently Legally Defendable)?
• How Accurate Is The System’s Approach In Measuring
Performance?
• Does The System Allow You To Compare Different
Individuals With The Same Job In Different Sites Within
The Organization?
• Will The System Enable Different Managers Presented
With The Same Observations Or Data To Reach The
Same Conclusions?
• How Useful Is The Information Produced By The System?
Can It Be Used To Coach Or Counsel An Employee, Or,
Otherwise, Improve Performance?
• Etc.
15. Performance Appraisal gives valuable
insight into:
The WORK being done!
The HOW the work is done!
The WHO is doing it!
Anyone in a Supervisory capacity finds this to
be priceless!
16. If done correctly (Continuous, Timely, Anticipated, Credible,
Objective, and constructive):
Performance Appraisals must give input on the Quality of
work being done.
Employees can learn of their own strengths and weaknesses.
Employees, with the help of their respective Supervising
Officer, can use Performance Appraisal to formulate an
action plan for self career development.
Training needs will be effectively identified.
New and appropriate goals and objectives can be agreed
upon.
Employees must be made to feel as active participants in the
performance evaluation process (i.e., Taken seriously, the
Supervising Officer is truly concerned about their needs, the
relationship between supervisor and employee is taken to an
adult-to-adult level, etc.)
18. The Components
OBJECTIVES of Performance
Appraisal Management
GUIDELINES for Supervisors
Guidelines for Employees
PA FORM: Must include
“required” and “optional”
criteria
INSTRUCTIONS: Explain
clearly (a) How to complete the
Form, and (b) what each rating
means in performance related
terminology
SELF APPRAISAL Form for
the employee
Include a section for “free
expression” Include a section
for “FREE EXPRESSION”
Include a section to allow for
free “EMPLOYEE
REACTION”
Always, Juniors and Seniors
must be evaluated using
different criteria.
… and everything else.
19. Juniors / Non-Managerial
Positions.
Job Knowledge
Quality Of Work
Quantity Of Work
Relationship With People
Initiative
Ambition
Efficiency
Appearance
Personality
Ability To Work Under Pressure
Attendance And Punctuality
Etc.
Seniors / Managerial Positions.
Business Development
Achievements
Effectiveness Of Supervision
People Management Skills
Problem Solving Ability
Leadership Skill
Ability To Manage Under Pressure
Ability To Adapt To New
Situations
Decision Making Ability
Planning
Delegation
Development Of A Deputy
Etc.
Performance Criteria
20. Other Performance Criteria
Cooperation
Reliability
Personal Drive
Customer Service
Orientation
Administrative Skills
Analytical Skills
Computer Skills
Stress
Management
Safety
Consideration
Adaptability
Team Orientation
Multi-Tasking
Etc.
21. Self-Appraisal Form. This Form is designed for the
employee to use in preparing for the Performance
Appraisal Interview. It is not a formal part of the
performance appraisal process.
“Self Appraisal” leaves the employee with a
perception of fairness!
Break down jobs into Families to improve upon the
perception of fairness.
Assign “weights” to stress the relative importance
of each criterion in the performance appraisal
form.
As a result, the total score will be a weighted
average.
You May Do More …
23. You Can Make It Work.
If you treat performance
management as a complete
system,
Not leaving out any of the
parts,
And if you succeed with
performance planning, and
Ongoing performance
communication,
We can almost guarantee
success during the
performance appraisal or
review meeting.
If you work with employees
throughout the year in
performance planning and
communication, they’ll
understand more fully that:
the appraisal process isn’t
something that “you are going
to do to them!” They’ll
understand it as a
partnership.
There will be no surprises at
the appraisal meeting.
24. For Maximum Effectiveness, Supervisors are
encouraged to prepare well, …
Study the employee’s “Self-
Appraisal” Form.
Arrange the interview a week
in advance, if possible, in
order to five the employee the
opportunity to prepare.
Allow ample time for
adequate discussion.
Provide for privacy and
prevent interruptions.
Because PA Meeting may be
the only opportunity for a
supervisor to have a
structured discussion with an
employee about
performance, it is also an
appropriate time to discuss
different related matters (e.g.,
Job Description, Career
Development, Training, etc.)
25. PA Meetings succeed under the following
conditions
The Supervisor takes on the role
of helper and problem solver,
rather than primary evaluator.
The employee is actively involved
in the partnership and engaged in
realistic self-evaluation.
The supervisor uses appropriate
interpersonal skills to involve the
employee.
The employee understands what
to expect, in terms of content and
process, before walking in the
door.
The supervisor treats the meeting
as important, something that
should not be delayed or
rescheduled.
Both parties understand the why
of performance appraisal – that is
not to punish, but to improve
performance so everyone wins.
It isn’t the rating or actual
assessment that improves
performance. What matters is the
discussion between the supervisor
and the employee.
Remember, if performance
diagnosis are off, then the
prescription will be off too.
26. Accomplishments
Areas for improvement, and development
On the job duties & responsibilities
Training courses to consider
Career Goals
Professional experience
Degrees earned recently
Strengths and Weaknesses.
Concerns related to performance & relations with
colleagues
Goal Setting
Critical Incidence: Those that stand out!
Etc. (Anything the employee deems worth discussing)
Topics To Discuss During the PA Meeting
27. Performance Diagnosisworth stopping at …
Become aware of a performance gap: you can identify problems
through the data and information you collect
continuously/systematically …. Just by paying attention!
Identify the nature of the gap and its seriousness: it helps to define
the problem as precisely as possible. … but not all problems are
serious enough to require intervention!
Identify possible causes of the gap, both system-related and
employee-related
Develop an action plan to address the cause of the gap
Implement the action plan
Evaluate whether the problem has been solved
Start over, if necessary.
Finally, be aware of the difference between “Blaming” and
“Diagnosing”.
Before you get comfortable discussing Performance Gaps ask yourself
“Am I able to discuss this constructively at this time?”
29. If what you want is result, then add this to the list of
things you must do in the process of performance
management
Don’t procrastinate when performance problems come to
your attention. The earlier you deal with them, the more
likely you will be able to do so helpfully and without
anger.
Always start with the helping role. If that doesn’t work,
you can apply consequences and move to more
unilateral decision making. Always use the least possible
force.
Make sure you’ve done a proper diagnosis of the
reasons for the performance deficit (e.g., System- or
Employee-related).
Any consequences you choose should be appropriate
and proportional to the performance problem.
30. Self-Appraisal
An Employee’s Self Appraisal Process helps the
employee (if and when taken seriously):
In identifying weaknesses (…and may be take the
initiative to correct them, or seek help from
someone who knows how to!),
In identifying areas for potential career
development.
Understands the Supervising Officer’s feedback on
their performance.
Get a Reality Check! (in case where potential is
overstated, or understated, etc.).
In preparing for the Performance Appraisal
Interview (a very integral part of the process).
31. Setting Goals, how to approach the
process? Be SMART!
Specific
Measurable
Attainable
Result-focused
Time-oriented
Goal Setting: The How To!
32. Goal Setting: An Integral Part of
Performance Management
The Advantages Of Goal Setting:
A chance to communicate strategic objectives in an
operational capacity.
Identification Of Critical Success Factors. … Re-orient
The Employee Into Becoming Result Oriented. Focus On
What Matters The Most!
Effective Mobilization Of Individual And Organizational
resources (Over-utilization is as bad as under-utilization).
Generate Commitment From Employees: if you work
together on setting goals, it will be relatively easy to get
a real positive commitment from the employee.
Ultimately, Improve the Productivity of your business
unit.
33. Do (s)
Prepare in Advance
Focus on Performance and
Development
Be specific about reasons for
ratings
Decide on specific steps to be
taken for improvement
Consider the Supervisor’s role in
the subordinate’s performance
Reinforce desired behavior
Focus on Future Performance
Don’t (s)
Lecture the Employee
Mix Performance Appraisal and
salary or promotion issues
Concentrate only on the Negative
Do all the talking
Be overly critical or “harp on” a
failing
Feel it is necessary that both
parties agree in all areas
Compare the employee with
others
This is a communication Issue: Communicate your concerns, Communicate your
joys, etc … through the Performance Appraisal Interview!
34. Common Pitfalls!
Inequities in assessments, whether real or perceived, generally anger
employees.
What you are evaluating is performance, but not people! Don’t
compare one employee to another! Compare one employee’s
performance to well established and transparent standards.
Don’t apply different standard for performance and different
expectations for employees performing similar jobs.
Your are appraising performance, but allocating greater weights to
recent events! Don’t Evaluate what you’ve observed only recently!
A manager’s value or prejudice distort the performance appraisal
process.
Managers may rate an employee high on all job criteria because of
performance in one area. The opposite may be true.
Sometimes managers are influenced by whether employees show the
same or different characteristics from them.
Everyone is an average performer! Everyone is a good performer!
35. Common Pitfalls (Continues)
Managers Set Poor Standards of Performance.
Managers Fall Prey to Rating Biases.
Managers Don’t Allow Sufficient Time for the Appraisal Process.
Managers Spend More Time Talking Than Listening to the Employees
They Are Appraising.
Managers Don’t Document Employees Performance. Or They Do Keep
Records, but They Aren’t Valid for Fair and Accurate Appraisals.
Managers Rate Everyone’s Work As Satisfactory
Managers base their appraisal of employees on what happened
recently instead of what was the performance during the relevant
period.
Managers Don’t Include an Employee-development or Follow-up Plan.