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Performance Management

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Gautam Ghosh
Gautam Ghosh

From a HR course I designed and delivered

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Performance Management Cycle Performance Planning Staff and the Organisation Performance and Development Reviewing Enabling staff to deliver Taking stock of achievements, diagnostics Setting Objectives, defining what is needed Action Reset objectives Make changes
The Performance Cycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ongoing Feedback
Alignment Model Your Organizational Priorities Your Major Areas of Responsibility and Individual Priorities Mission Values Departmental Priorities Knowledge, Skills and Behaviors Performance Development Process UNIT OR DEPARTMENT HARVARD COLLEGE LIBRARY PERSONAL “ What” “ How”
The Performance Cycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Ongoing Feedback
What Is “Good Performance”? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Management – Broader Than Performance Appraisal Begins with a look at goals & strategies of the organization
Organizational Alignment All efforts must be aligned with overall goals and strategies of the organization. … a key to Performance Management
Performance Management a Cascading Process ,[object Object],[object Object]
Annual Plans Should Create Performance Standards for Each Department ,[object Object],[object Object],[object Object],[object Object],[object Object]
What Are the Three Steps in Performance Management? Defining Performance Facilitating Performance Encouraging Performance
Performance Appraisal Developmental and Administrative Decision Processes
Performance Appraisal continues to be one of the most criticized HR functions in organizations
Performance Appraisal ,[object Object],[object Object],[object Object]
What Purposes Can P.A. Serve in an Organization? Any potential conflicts here? Explain.
How Frequently Should Performance Appraisal Be Done? Why?
Performance Appraisal - a Continuing Process ,[object Object],[object Object],[object Object],[object Object]
The Main Point Be sure that what is measured is documented & can be shown to match job expectations
A Key to All of This: Supervisors must have the support & encouragement of higher management to make all this work
Behavior - Oriented Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Ranking Method ,[object Object],[object Object],[object Object]
Explain Each of the Ranking Methods Preference Among Them?
Attractions? Limitations?
Forced Distribution ,[object Object],[object Object],[object Object],[object Object]
Graphic Rating Scale ,[object Object]
Graphic Rating Scale ,[object Object],[object Object],[object Object],[object Object]
Critical Incidents ,[object Object],[object Object],[object Object],[object Object]
Critical Incidents ,[object Object],[object Object]
Any Problems With Critical Incident Method for Appraisal?
Behaviorally Anchored Rating Scales (BARS) ,[object Object],[object Object]
Behaviorally Anchored Rating Scales (BARS) Attractions? Limitations?
Results (Outcome) Based Appraisal ,[object Object],[object Object]
MBO ,[object Object],[object Object]
Factors to Consider in Choice of a P. A. System ,[object Object],[object Object],[object Object],[object Object]
What Do You Think? ,[object Object],[object Object],[object Object]
Who Appraises? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Usefulness of Each? Explain
360 Degree Appraisal Best Known Book on the Subject: Edwards & Ewen, 360 (degree) Feedback , Amacom, 1996.
Three Types of Appraisal Interviews ,[object Object],[object Object],[object Object]
Performance management ,[object Object],[object Object],[object Object]
Designing the performance management system ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing performance for … ,[object Object],[object Object],[object Object]
Managing performance for … ,[object Object],[object Object],[object Object]
Stages of performance management Plan Monitor Develop Review Reward
Stage 1 – Individual Performance Planning ,[object Object],[object Object],[object Object],[object Object],Performance planning at the start of the year and then periodically is the core of the performance management process. The performance plan should be a written document. Plan
Performance planning ,[object Object],[object Object],[object Object]
Performance Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Peter Drucker ,[object Object]
[object Object]
MBO Principles ,[object Object],[object Object],[object Object],[object Object],[object Object]
Objectives should be specific, attainable, yet challenging. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Hierarchy of objectives ,[object Object]
[object Object]
SMART ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stage 2/3 – Monitor and Develop Daily performance management! Monitoring includes measuring performance and giving feedback. Two way communication between the manager and employee throughout the performance period is critical to the performance management process. ,[object Object],[object Object],[object Object],[object Object],Monitor Develop
Daily performance management ,[object Object],[object Object],[object Object],[object Object]
What performance will be measured? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stage 4 – Performance Review The formal process of documenting results the employee has achieved and behaviors and /or competencies displayed should occur at least once a year. ,[object Object],[object Object],[object Object],[object Object],Review
Performance Review ,[object Object],[object Object],[object Object],[object Object]
If a rating scheme will be used ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Who will assess performance? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Choices include:
Approaches to designing an appraisal form ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What will be on the form? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Other information ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Stage 5 – Reward Good performance should be rewarded. Recognition and non-monetary rewards are an important part of the reward structure. These include job-related rewards such as visible project assignments. Even thank you and recognition for a job well done are rewards!! ,[object Object],[object Object],[object Object],[object Object],Reward
Rewards, recognition, and compensation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Separate conversation about pay from conversation about performance!!!!!
What support systems need to be in place? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Communication ,[object Object],[object Object],[object Object],[object Object],[object Object]
Sample schedule for the performance management cycle ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Dissatisfaction with Appraisals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Performance Appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Performance Management Reward or Take Corrective Action Reward or Take Corrective Action Set Standards Provide Feedback Measure Performance © Dr. Dianna Stone
Conflicts in Performance Appraisal Conflicting Goals of Appraisal Create Problems Organization Seeks Information To Improve Systems Individual Seeks Valid Performance Feedback Individual Seeks Extrinsic Rewards Organization Seeks Information On Which To Base Rewards © Dr. Dianna Stone
Requirements of Effective Performance Management ,[object Object],[object Object],[object Object],© Dr. Dianna Stone
Performance Standards ,[object Object],[object Object],[object Object],© Dr. Dianna Stone
Performance Measures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Performance Measures ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Methods ,[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Progressive Disciplinary Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Progressive Disciplinary Systems ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Problems with Appraisals ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone
Appraisal Interviews ,[object Object],[object Object],[object Object],[object Object],[object Object],© Dr. Dianna Stone

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Performance Management

  • 1. Performance Management Cycle Performance Planning Staff and the Organisation Performance and Development Reviewing Enabling staff to deliver Taking stock of achievements, diagnostics Setting Objectives, defining what is needed Action Reset objectives Make changes
  • 2.
  • 3. Alignment Model Your Organizational Priorities Your Major Areas of Responsibility and Individual Priorities Mission Values Departmental Priorities Knowledge, Skills and Behaviors Performance Development Process UNIT OR DEPARTMENT HARVARD COLLEGE LIBRARY PERSONAL “ What” “ How”
  • 4.
  • 5.
  • 6. Performance Management – Broader Than Performance Appraisal Begins with a look at goals & strategies of the organization
  • 7. Organizational Alignment All efforts must be aligned with overall goals and strategies of the organization. … a key to Performance Management
  • 8.
  • 9.
  • 10. What Are the Three Steps in Performance Management? Defining Performance Facilitating Performance Encouraging Performance
  • 11. Performance Appraisal Developmental and Administrative Decision Processes
  • 12. Performance Appraisal continues to be one of the most criticized HR functions in organizations
  • 13.
  • 14. What Purposes Can P.A. Serve in an Organization? Any potential conflicts here? Explain.
  • 15. How Frequently Should Performance Appraisal Be Done? Why?
  • 16.
  • 17. The Main Point Be sure that what is measured is documented & can be shown to match job expectations
  • 18. A Key to All of This: Supervisors must have the support & encouragement of higher management to make all this work
  • 19.
  • 20.
  • 21. Explain Each of the Ranking Methods Preference Among Them?
  • 23.
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  • 26.
  • 27.
  • 28. Any Problems With Critical Incident Method for Appraisal?
  • 29.
  • 30. Behaviorally Anchored Rating Scales (BARS) Attractions? Limitations?
  • 31.
  • 32.
  • 33.
  • 34.
  • 35.
  • 37. 360 Degree Appraisal Best Known Book on the Subject: Edwards & Ewen, 360 (degree) Feedback , Amacom, 1996.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43. Stages of performance management Plan Monitor Develop Review Reward
  • 44.
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  • 70.
  • 71. Performance Management Reward or Take Corrective Action Reward or Take Corrective Action Set Standards Provide Feedback Measure Performance © Dr. Dianna Stone
  • 72. Conflicts in Performance Appraisal Conflicting Goals of Appraisal Create Problems Organization Seeks Information To Improve Systems Individual Seeks Valid Performance Feedback Individual Seeks Extrinsic Rewards Organization Seeks Information On Which To Base Rewards © Dr. Dianna Stone
  • 73.
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