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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.

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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.”
goals of performance management
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
legal issues in performance management
LEGAL ISSUES IN PERFORMANCE MANAGEMENT
  • Job-related or valid
  • Minimum subjectivity
  • Consistent application/procedural fairness
  • Instructions and training for appraisers
  • Forewarning
setting expectations
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.
good objectives are smart
GOOD OBJECTIVES ARE “SMART”
  • S Smart
  • M Measurable
  • A Aligned with organizational/unit goals
  • R Realistic and results-oriented
  • T Time-limited
conducting the interview
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.
conducting the interview9
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.
common rater errors
COMMON RATER ERRORS
  • HALO, HORNS
  • RECENCY
  • LENIENCY/SEVERITY/CENTRAL TENDENCY
  • SIMILARITY
  • STEREOTYPES
  • CONTRAST EFFECT
  • SELECTIVE PERCEPTION
overcoming biases
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.
current issues in performance management
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
performance management innovations
PERFORMANCE MANAGEMENT INNOVATIONS
  • Increased employee involvement
  • Less focus on ratings and rewards
  • Multi-rater systems (i.e., 360 degree feedback, peer reviews)
implementation issues and strategies
IMPLEMENTATION ISSUES AND STRATEGIES
  • Involvement of users in development
  • Pilot programs
  • Implementation in one unit
  • Staggered implementation
obstacles to successful implementation
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