1 / 19

Human Resource Audit – Performance Management System

State Employees Credit Union. Human Resource Audit – Performance Management System. Laura Beatty Meredith Frisbie Shelby Westbrook Zach Smith North Carolina State University – MIE436. Presentation Overview. Orientation to SECU What is Performance Management (PM)? PM conducted at SECU

salim
Download Presentation

Human Resource Audit – Performance Management System

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. State Employees Credit Union Human Resource Audit – Performance Management System Laura Beatty Meredith Frisbie Shelby Westbrook Zach Smith North Carolina State University – MIE436

  2. Presentation Overview • Orientation to SECU • What is Performance Management (PM)? • PM conducted at SECU • How PM is being handled • Strengths • Weaknesses • Recommendations for improving PM • Areas in need of improvement • How to improve deficient PM areas • Justification/Outcome of improvements • Conclusion • Questions

  3. Orientation to SECU • Non-profit financial cooperative • Founded June 4, 1937 • "People Helping People in North Carolina." • Limited Membership with approx. 1.5 million members. • Promote thrift among its members by affording them an opportunity to accumulate their savings. • Creates a source of credit at a fair and reasonable rate of interest for members. • Provides an opportunity for members to use and control their money to improve their economic and social condition. • 4,200 employees , 225 branches, and more than 1,000 ATMs • Exponential growth rates (State Employees' Credit Union, 2009)

  4. What is Performance Management? • Performance Management is the continuous process of identifying, measuring, and developing the performance of individuals and/or teams, with the goal of aligning performance with the strategic goals of the organization. (Aguinis, 2009, p. 2).

  5. Current PM Practices at SECU • HR/Personnel Department • Centralized internally • Manages PM through PMS developed in 2001 • Yearly employee self-appraisals • Yearly employee evaluations by supervisor • Progressive discipline policy • Limited topic grievance process • Performance improvement through training • Documentation of PM actions and events (Woodson, 2009) Section IA

  6. PM’s Contribution to Strategic Goals • Facilitation of strategic goals • Yearly online evaluations • Attraction • Education decides salary • Scholarships • Retention • Progressive discipline policy • Additional evaluations • Motivation • Modules • Lead to promotions Section IB

  7. PM Consistency with Other HR Functions • Training and Development (Source) • Expectations • Ongoing process • Compensation (Source) • Wages - based on education and experience • Merit pay – Merit pay given in July by board decision • Recruiting and Selection (Source) • Advertised by the branch • Posted internally and externally (Woodson, 2009) Section IC

  8. Evaluation of PM Practices by SECU • Does not have distinctive PM evaluation system • Lack on-going, continual process for offering feedback • Only report issues to HR manager when necessary • PMS not working properly • Employees have no input/say in design • System is outdated (not changed since 2001) • Just recently , evaluations became electronically-based Section ID

  9. Strengths • Yearly online evaluations (Steingold, 2009) • Easy to use/store/transfer • Legal protection • Promotion The Form (State Employees' Credit Union, 2009) • Graphic Rating Scale • Short answer section-open-ended questions • Free to ask for feedback at anytime Section II

  10. Evaluation Form (State Employees' Credit Union, 2009)

  11. Weaknesses • 1) Lack of incorporation of organization’s mission, vision, and goals into their PMS (Source) • 2) Absence of coaching and feedback in the workplace (Source) • 3) Facilitation of performance appraisal rather than a PM (Source) • 4) Outdated PM practices (Staneart, 2009) Section II

  12. Mission • “People helping people in North Carolina” • Geared towards members, not employees • No postings of statement around office • Needs to include • why the organization exists • the scope of the organization’s activities • what products and/or services are being offered Section III

  13. Vision • “To challenge State Employees’ Credit Union to provide opportunities for members to improve their economic and social condition; to encourage thrift among members; to create sources of credit at fair and reasonable rates of interest; and to broaden the economic awareness of members through planned programs of consumer protection” • Needs to be more future-focused, motivating, and inspiring to employees Section III

  14. Coaching/Feedback Implementation (Aguinis, 2009) • 1) Set developmental goals • 2) Identify resources and strategies • 3) Implement strategies • 4) Observation and documentation • 5) Feedback Section III

  15. Performance Appraisal • Performance Appraisal (Aguinis, 2009) • Gives a logical description of an employees strengths and weaknesses • PMS include six steps: • 1) prerequisites • 2) performance planning • 3) performance execution • 4) performance assessment • 5) performance review • 6) performance renewal and re-contracting • Ongoing

  16. Outdated PM Practices • Evident by low validity in PM Process (Staneart, 2009) • Results from typical arbitrary and subjective approaches • Is the practice related back to the job performed? • i.e. coaching, feedback, appraisals • Contaminated Material and Information(Staneart, 2009) • SECU is currently using invalid metrics in measuring performance due to dynamic job nature. (Woodson, 2009) “All businesses and organizations alike, in order to operate an ideal PMS, require a constant update and improvement in the way they apply certain PM practices, i.e.. appraisals and feedback.” -Doug Staneart, CEO of the Leaders Institute Section III

  17. Implementing New PM System • Preparation of New PMS • Achieve system buy-in by employees • Communication Plan • Communicate important factors of implementing a new PMS in an organization and its benefits • Avoid biases, consider employees, promote positive, & document • Appeals Process • Create tiers in the process for advancement of unresolved issues • Training Programs • Rater Training, RET, FOR, BO, SL • Pilot Testing • Discover problem, fix problems, gain input, sample size • Continuous Monitoring and Evaluation • System satisfaction, cost/benefit, performance level • Continuous update of PM practices Section III

  18. Questions/Comments

  19. References Aguinis, Herman. Performance Management Second Edition. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2009. Cross-Training Boosts Efficiency. CU360, Credit Union National Association, Inc. 7/27/2009, Vol. 35 Issue 13, p6-7, 2p; (AN 43374399), Business Source Premier. Holley, Don. How to retain good staff.Manufacturers' Monthly, Sep2009, p17-17, 1/4p; (AN 44327636), Business Source Premier. Noe, R. A., Hollenbeck, J. R., & Gerhart, B. (2007). Assessing Performance and Developing Employees. In J. Weimeister (Ed.), Fundamentals of Human Resource Management (pp.303-304). New York, NY: McGraw-Hill/Irwin. Staneart, D. (2009). Is Your Performance Review System Outdated? . Retrieved November 14, 2009, from Business Know-How: http://www.businessknowhow.com/manage/perfappr.htm Steingold, F. S. (2009). Personnel Practices. In A. Schroeder (Ed.), The Employer's Legal Handbook (pp. 47-50). Berkeley, CA: Nolo. Woodson, Bob. Senior Vice President - Personnel and Human Resources Zachary Smith. 20 September 2009.

More Related