Performance Management Workshop
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This is Part 2 of our Internal Management Workshop Session. Part 1 is coming soon! Note:Some of the images in the slide show were borrowed from other sites. However, no profit can or will be made from their use. If they violate any copyrights, please let me know and I will take them down.
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Lesson 22
The document discusses training and development in organizations. It begins by defining learning and training. Learning is a relatively permanent change in behavior from experience, while training focuses on providing employees with skills to improve performance.
The training process has four phases: needs assessment, development and delivery of training, training methods, and evaluation. Needs assessment identifies organizational, task, and personal training needs. A variety of training methods are described, including lectures, simulations, apprenticeships, and e-learning. Finally, evaluation assesses whether training objectives and goals were achieved through measures like participant feedback and pre-/post-testing.
Stategic human resource management
This document discusses performance management and competency mapping. It defines performance management as a strategic approach to improving employee performance and developing capabilities to help achieve organizational objectives. The objectives and process of performance management are outlined. Strategic performance management is defined and its steps are described. Trends in performance appraisal discussed include self-appraisal, competency mapping, and balanced scorecards. Competency mapping is defined as identifying competencies for jobs and incorporating them in HR processes like evaluations and training. The benefits and process of competency mapping are explained.
Class notes hrd
Training and development are important functions in human resource management. Training aims to improve current job performance, while development helps employees grow and prepares them for future roles. There are defined processes for assessing training and development needs, designing and implementing programs, and evaluating their effectiveness. Regular employee evaluations also allow organizations to provide feedback, identify potential, and link compensation to performance. Human resource managers advise on building robust training, development, and evaluation systems to support organizational goals.
Staff Performance Handbook
This document provides guidance on developing employee performance plans that align individual performance with organizational goals. It outlines an eight-step process for performance managers to determine work unit and individual accomplishments, write performance elements and standards, and develop measures and monitoring approaches. The goal is to create performance plans that meet regulatory requirements while focusing employee efforts on achieving organizational objectives.
Handbook
This document provides guidance on developing employee performance plans that are aligned with organizational goals. It discusses performance management as a five-step process of planning work and setting expectations, monitoring performance, developing employee capacity, rating performance, and rewarding good performance. The eight-step process presented in the document helps supervisors determine work unit and individual accomplishments, write performance elements and standards, and develop plans that support organizational objectives while meeting regulatory requirements.
Chapter 6(1)
This document contains conclusions from a study on performance appraisal systems that model servant leadership. It discusses how such systems promote outcomes that are consistent with treating employees as lovingly as oneself. The document also discusses how appraisal systems should be designed and administered in a way that truly benefits employees, requiring commitment of resources and humility. It concludes that performance appraisals can be a key spiritual discipline if approached properly.
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- 1. Well.ca Management Workshop 3. Management Workshop a) Performance managementb) Employee motivation c) Change Management
- 5. Judgment vs. PerceptionVisual Auditory Kinesthetic How do you learn best? How do your employees learn best?? http://www.youtube.com/watch?v=kfvvDkaVv2U
- 6. Part 3: Management Tools for Team Leaders Performance Management “6 Hidden Motivators” http://www.youtube.com/watch?v=1ybksrCEELU&feature=related
- 8. Individual Goals align the individual to the shared purpose
- 9. Provides context for performance assessment
- 12. Performance Improvement Plan Determine behaviours to be eliminated or improved Provide goals for improvement: exactly how can the employee do to improve and what is the deadline? Double-check: are the goals clear? Concise? Understandable? Fair? Achievable? Objective?
- 13. Employee Motivation Job performance =f(ability)(motivation) [Ability should be evaluated and determined during the hiring/ promotion process.]Here are some methods of motivation:
- 15. Desire to make the change happen
- 16. Knowledge about how to change
- 17. Ability to implement the new skills and behaviours
- 18. Reinforcement to retain the change once it has occurredVideo about Change Management
- 20. Let go of your ego– it’s not about you!
- 21. Be honest with yourself, about yourself
- 22. Ask for feedback regularly (but take your employees’ personalities into consideration when doing so)