- Slides: 12
PERFORMANCE MANAGEMENT & CAREER PLAN
Performance Management Performance management systems, which typically include performance appraisal and employee development, are the “Achilles’ heel” of human resources management. They suffer flaws in many organizations, with employees and managers regularly bemoaning their ineffectiveness.
Effective Performance Management Ø Clarifying job responsibilities and expectations. Ø Enhancing individual and group productivity. Ø Developing employee capabilities to their fullest extent through effective feedback and coaching. Ø Driving behavior to align with the organization’s core values, goals and strategy. Ø Providing a basis for making operational human capital decisions (e. g. , pay). Ø Improving communication between employees and managers
Management Process �One such decision is what purpose the system will serve. �For instance, performance management systems can support pay decisions, promotion decisions, employee development and reductions in force �The purposes for a given performance management system should be determined by considering business needs, organizational culture and the system’s integration with other human resource management systems
Performance Planning �At the beginning of the performance management cycle, it is important to review with employees their performance expectations, including both the behaviors employees are expected to exhibit and the results they are expected to achieve during the upcoming rating cycle.
Behavioral Expectations During the performance planning process, managers should review and discuss these behavioral standards with employees. It is important for managers to make sure employees understand how the behavioral standards relate to their specific jobs.
Results Expectations �The results or goals to be achieved by employees should be tied to the organization’s strategy and goals. The employee’s development needs should also be taken into account in the goal setting process. �To remedy this, organizational goals need to be translated and cascaded into more refined goals and expectations at the unit, team and individual levels
Evaluating Behaviors �Competency models articulate the knowledge, skills, abilities and other characteristics that are deemed to be most instrumental for achieving positive organizational outcomes. Job analysis techniques, such as job observations, interviews, focus groups and surveys, are used to identify key competencies and associated critical work behaviors
Evaluating Results �Key results to be achieved will vary for different employees, depending on the nature of the individual’s job and assignments. For example, some employees may have production or sales results, others may be responsible for successfully developing and implementing new programs or systems, others may have specific levels of customer satisfaction outcomes they are expected to reach, and yet others may have employee development or team leadership results
What Type of Evaluation Will Be Made? �Managers and employees frequently jump to the conclusion that competencies should be weighted in deriving an overall evaluation. �This is not the case since it would rarely be possible to develop an easy-to-use weighting algorithm that would apply across multiple positions �Weighting competencies adds significant administrative burden with no obvious changes in overall results of the appraisal process.