1 / 15

PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT

PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT. Performance appraisal -- setting standards, informing employees, ratings and feedback. Performance management -- “all of those processes led by managers to help employees perform as effectively as they can.”. TEMPLATE.

benjamin
Download Presentation

PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT • Performance appraisal -- setting standards, informing employees, ratings and feedback. • Performance management -- “all of those processes led by managers to help employees perform as effectively as they can.”

  2. TEMPLATE

  3. GOALS OF PERFORMANCE MANAGEMENT • Improve employee performance • Develop people for promotional opportunities • Meet employee need for feedback • Ensure that employees are working toward organizational goals • Provide the data needed to make and defend important human resources decisions

  4. LEGAL ISSUES IN PERFORMANCE MANAGEMENT • Job-related or valid • Minimum subjectivity • Consistent application/procedural fairness • Instructions and training for appraisers • Forewarning

  5. THE PERFORMANCE MANAGEMENT CYCLE

  6. SETTING EXPECTATIONS • Review organizational and unit goals and individual performance expectations. • Identify duties,objectives, and projects. • Describe performance measures and standards. • Identify performance factors. • Develop a monitoring plan.

  7. GOOD OBJECTIVES ARE “SMART” • S Smart • M Measurable • A Aligned with organizational/unit goals • R Realistic and results-oriented • T Time-limited

  8. CONDUCTING THE INTERVIEW • Your attitude and preparation are critical. • Review the purpose of the interview. • Start out with the positives. • Stay objective. • Be honest. • Don’t blame -- discuss how to improve.

  9. CONDUCTING THE INTERVIEW • Do not discuss personality unless you can show a direct impact on performance. • Don’t use loaded words, e.g always, never. • Stay realistic. • Listen more than you talk. • Pay attention to your non-verbals.

  10. COMMON RATER ERRORS • HALO, HORNS • RECENCY • LENIENCY/SEVERITY/CENTRAL TENDENCY • SIMILARITY • STEREOTYPES • CONTRAST EFFECT • SELECTIVE PERCEPTION

  11. OVERCOMING BIASES • Recognize the ones you have. • Share expectations with the appraisee. • Keep a “log” of events during the year. • Give regular feedback (no surprises!). • Review your draft appraisal with someone. • Remind yourself of your biases before every performance appraisal conference.

  12. CURRENT ISSUES IN PERFORMANCE MANAGEMENT • The focus on ratings and rewards • Too much for one rater to appraise • The system is too top down • Team-based work systems • Total Quality Management

  13. PERFORMANCE MANAGEMENT INNOVATIONS • Increased employee involvement • Less focus on ratings and rewards • Multi-rater systems (i.e., 360 degree feedback, peer reviews)

  14. IMPLEMENTATION ISSUES AND STRATEGIES • Involvement of users in development • Pilot programs • Implementation in one unit • Staggered implementation

  15. OBSTACLES TO SUCCESSFUL IMPLEMENTATION • Lack of commitment from the top • Overselling the program • A program excessive in paperwork and administrative requirements • Failing to train and retrain appraisers • Changing the system • Failing to monitor the program and deal with non-compliance

More Related