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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

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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

slide2

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
orientation to secu
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)

slide4

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).
slide5

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

slide6

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

slide7

PM Consistency with Other HR Functions

  • Training and Development (Aguinis, 2009)
    • Expectations
    • Ongoing process
  • Compensation (Aguinis, 2009)
    • Wages - based on education and experience
    • Merit pay – Merit pay given in July by board decision
  • Recruiting and Selection (Aguinis, 2009)
    • Advertised by the branch
    • Posted internally and externally

(Woodson, 2009)

Section IC

slide8

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

strengths
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

evaluation form
Evaluation Form

(State Employees' Credit Union, 2009)

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  • 4) Outdated PM practices (Staneart, 2009)

Section II

mission
Mission

“People helping people in North Carolina”(State Employees' Credit Union, 2009)

  • 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

vision
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”

(State Employees' Credit Union, 2009)

    • Needs to be more future-focused, motivating, and inspiring to employees

Section III

coaching feedback implementation aguinis 2009
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

performance appraisal
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

Section III

outdated pm practices
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

implementing new pm system mulvey 2009
Implementing New PM System(Mulvey, 2009)
  • Preparation and Implementation 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

references
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.