Performance appraisal(the gentleman’s three )

3,229 views

Published on

Performance Appraisal(The Gentleman’s Three ), H.R

Published in: Business, Technology
  • Be the first to comment

Performance appraisal(the gentleman’s three )

  1. 1. Session 8Performance Appraisal The Gentleman’s Three by Brian J. Hall & Andrew Wasynczuk
  2. 2. -When they are going to get time?-They‘ll make time.-Don’t they have real work to do?-This is the real work. The Gentleman’s Three by Brian J. Hall & Andrew Wasynczuk
  3. 3. Conflicting Roles for Performance Appraisal
  4. 4. Trait-based Information Job Behavior-based Performance? Information Results-based InformationTypes of Performance Information
  5. 5. Criticisms of Performance Appraisal ◦ Focus is too much on the individual and does little to develop employees. ◦ Employees and supervisors believe the appraisal process is seriously flawed. ◦ Appraisals are inconsistent, short-term oriented, subjective, and useful only at the extremes of performance.Uses of Performance Appraisal
  6. 6. Deficiency Contamination Performance Criteria ObjectivityPotential Performance Criteria Problems
  7. 7. Common Rater Errors © 2002 Southwestern College Publishing. All rights reserved. 11–7 Figure 11–11
  8. 8. The Balanced Scorecard Balanced Scorecard 21 languages 17 languages 8
  9. 9. What is the BSC? Financial To succeed Objectives Measures Targets Initiative excel at? must we processes business what customers, s and shareholder our To satisfy Initiatives financially, how should we appear to our shareholders? Objectives TargetsCustomer VISION s Measure Measures Internal Business AND STRATEGY Process Targets Objective Learning & Growth s Initiatives To achieve our vision, Objective Measures Targets Initiatives customers? vision, how To achieve s should we appear to how will we sustain our ability to our our change and improve?
  10. 10. Performance Measures in Financial Perspective Return on investment  Cross-selling Economic value added  Customer and product line Sales growth rate by segment profitability Percentage revenue from new  Revenue/employee product, service, or customer  Cost reduction rate Share targeted customer an  Unit cost account  Payback Cross-selling  Return on Capital Employed  Working capital ratios (cash-to- cash cycle) 10
  11. 11. Customer Perspective Information about market & customer Customer selection, acquisition, retention & growth Who are profitable customers? — Target Segmentations What do they need? [same as the thing we serve them] — Customer Values Propositions (e.g. QSC&V – quality, services, cleanliness, and value) 11
  12. 12. Performance Measures in Customer Perspective Market Share: Reflects the proportion of business in a given market (in term of number of customer, dollar spent, or unit volume sold) that a business unit sells. Customer Acquisition: Measures, in absolute or relative, the rate at which a business unit attracts wins new customers or business. Customer Retention: Measures, in absolute or relative, the rate at which a business unit retains or maintains ongoing relationships with its customers. Customer Satisfaction: Assesses the satisfaction level of customers along specific performance criteria within the value proposition. Customer Profitability: Measures the net profit of a customer, after allowing for the unique expenses required to support customer. 12
  13. 13. Performance Measures in Customer Perspective Market Share: Reflects the proportion of business in a given market (in term of number of customer, dollar spent, or unit volume sold) that a business unit sells. Customer Acquisition: Measures, in absolute or relative, the rate at which a business unit attracts wins new customers or business. Customer Retention: Measures, in absolute or relative, the rate at which a business unit retains or maintains ongoing relationships with its customers. Customer Satisfaction: Assesses the satisfaction level of customers along specific performance criteria within the value proposition. Customer Profitability: Measures the net profit of a customer, after allowing for the unique expenses required to support customer. 13
  14. 14. Performance Measures in Internal Process Perspective  Quality  Rework  Response time  New product introduction  Cost  Service error rate  Yields  Product development cycle  Waste  Hours with customer  Scrap  Time to market 14
  15. 15. Performance Measures in Learning & Growth Perspective Employee satisfaction Employee retention/turnover rate Employee productivity Information system availability Organizational Climate Index Personal Goals Alignment Index Staff development 15

×