Performance Management and Employee Development Overview Personal Developmental

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Performance Management and Employee Development: Overview Personal Developmental Plans n Direct Supervisor’s Role n

Performance Management and Employee Development: Overview Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems n

Stakeholders in the Development Process n Employees • Help plan their own development •

Stakeholders in the Development Process n Employees • Help plan their own development • Improve their own performance n Managers • Help guide the process of development • Support success of process

Personal Developmental Plans Specify actions necessary to improve performance n Highlight employee’s n •

Personal Developmental Plans Specify actions necessary to improve performance n Highlight employee’s n • Strengths • Areas in need of development

Personal Developmental Plans answer: How can I continuously learn and grow in the next

Personal Developmental Plans answer: How can I continuously learn and grow in the next year? n How can I do better in the future? n How can I avoid performance problems of the past? n

Personal Developmental Plans: Overview Developmental Plan Objectives n Content of Developmental Plan n Developmental

Personal Developmental Plans: Overview Developmental Plan Objectives n Content of Developmental Plan n Developmental Activities n

Overall Developmental Plan Objectives n Encourage: • Continuous learning • Performance improvement • Personal

Overall Developmental Plan Objectives n Encourage: • Continuous learning • Performance improvement • Personal growth

Specific Developmental Plan Objectives Improve performance in current job n Sustain performance in current

Specific Developmental Plan Objectives Improve performance in current job n Sustain performance in current job n Prepare employee for advancement n Enrich employee’s work experience n

Content of Developmental Plan 1. Developmental objectives • New skills or knowledge • Timeline

Content of Developmental Plan 1. Developmental objectives • New skills or knowledge • Timeline 2. How the new skills or knowledge will be acquired • Resources • Strategies

Content of Developmental Plan 3. 4. Standards and measures used to assess achievement of

Content of Developmental Plan 3. 4. Standards and measures used to assess achievement of objectives Based on needs of organization and employee

Content of Developmental Plan 5. 6. (continued) Chosen by employee and direct supervisor Taking

Content of Developmental Plan 5. 6. (continued) Chosen by employee and direct supervisor Taking into account • • Employee’s learning preferences Developmental objective in question • Organization’s available resources

Developmental Activities ‘On the job’ n n On-the-job-training Mentoring Job rotation Temporary assignments

Developmental Activities ‘On the job’ n n On-the-job-training Mentoring Job rotation Temporary assignments

Developmental Activities In addition to ‘on the job’ n n n Courses Self-guided reading

Developmental Activities In addition to ‘on the job’ n n n Courses Self-guided reading Getting a degree Attending a conference Membership or leadership role • in professional or trade organization

Direct Supervisor’s Role: Explain what is necessary n Refer employee to appropriate developmental activities

Direct Supervisor’s Role: Explain what is necessary n Refer employee to appropriate developmental activities n Review & make suggestions regarding developmental objectives n

Direct Supervisor’s Role (ongoing): Check on employee’s progress n Provide motivational reinforcement n

Direct Supervisor’s Role (ongoing): Check on employee’s progress n Provide motivational reinforcement n

360 -degree Feedback Systems Tools to help employees improve performance by using performance information

360 -degree Feedback Systems Tools to help employees improve performance by using performance information gathered from many sources Superiors n Peers n Customers n Subordinates n The employee n

360 -degree Feedback Systems n n Anonymous feedback Most useful when used • For

360 -degree Feedback Systems n n Anonymous feedback Most useful when used • For DEVELOPMENT • NOT for administrative purposes n Internet used for collecting data

Necessary organizational norms include: n n Cooperation Openness and trust Input and participation valued

Necessary organizational norms include: n n Cooperation Openness and trust Input and participation valued Fairness

Overview of 360 -degree Feedback Systems n n n Advantages of 360 -degree Feedback

Overview of 360 -degree Feedback Systems n n n Advantages of 360 -degree Feedback Systems Risks of 360 -degree Feedback Systems Characteristics of a Good 360 degree Feedback System

Advantages of 360 -degree Feedback Systems n n n n Decreased possibility of biases

Advantages of 360 -degree Feedback Systems n n n n Decreased possibility of biases Increased awareness of expectations Increased commitment to improve Improved self-perception of performance Improved performance Reduction of ‘undiscussables’ Increased employee control of their own careers

Risks of 360 -degree Feedback Systems • • • Unconstructive negative feedback hurts. Are

Risks of 360 -degree Feedback Systems • • • Unconstructive negative feedback hurts. Are individuals comfortable with the system? (User acceptance is crucial. ) If few raters, anonymity is compromised. Raters may become overloaded. Stock values may drop.

Characteristics of a Good 360 -degree Feedback System Anonymity n Observation of employee performance

Characteristics of a Good 360 -degree Feedback System Anonymity n Observation of employee performance n Avoidance of survey fatigue n Raters are trained n

Characteristics of a Good 360 -degree Feedback System Used for developmental purposes only n

Characteristics of a Good 360 -degree Feedback System Used for developmental purposes only n Emphasis on behaviors n Raters go beyond ratings n Feedback interpretation n Follow-up n

Quick Review Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems

Quick Review Personal Developmental Plans n Direct Supervisor’s Role n 360 -degree Feedback Systems n

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