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Human Resources Department Performance Management Presentation

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Human Resources Department Performance Management Presentation. AGENDA. Introduction Performance Management Phases Steps in Performance Appraisal WRAP-UP Q & A. What - Definition and Key Concepts. Performance Management An on-going communication process between the staff member and

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Presentation Transcript
slide1
Human Resources Department

Performance Management Presentation

slide2
AGENDA

Introduction

Performance Management Phases

Steps in Performance Appraisal

WRAP-UP

Q & A

slide3
What - Definition and Key Concepts
  • Performance Management
    • An on-going communication process between the staff member and
    • supervisor
    • A shared responsibility that involves active participation and working
    • together to PLAN, MONITOR, and REVIEW staff member’s work
    • objectives /goals and overall contribution to the organization
slide4
Why do we have Performance Management
  • ORGANIZATIONAL EFFECTIVENESS
  • PERFORMANCE IMPROVEMENT
  • IDENTIFICATION OF STRENGTHS
  • TRAINING AND DEVELOPMENT
  • REWARD
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Performance Management Phases

PERFORMANCE

PLANNING

  • Set and Discuss Goals

PERFORMANCE

FEEDBACK

  • Monitoring

PERFORMANCE REWARDING

  • Annual Performance Review Process
slide6
Performance Planning Phase

Self - Assessment

PERFORMANCE

PLANNING

    • Performance Goal Setting
    • Developmental Goal Setting
    • Establishment of performance expectations
  • Supervisor and employee must work together to establish::
    • What is expected to effectively execute the work
    • What results are to be achieved or accomplished
    • How these results are expected to be achieved

PERFORMANCE

FEEDBACK

PERFORMANCE REWARDING

new approaches are needed
New approaches are needed

Performance Planning Phase :

Goal Setting

  • S.M.A.R.T. Criteria for Goal Setting
      • Specific
      • Measurable: How well not How much
      • Agreed upon
      • Realistic
      • Time bound
  • How to SET goals
      • Identify 5 goals (3 business, one professional, one values)
      • Reference various sources
      • Review goals for clarity and understanding
      • Review goals and assess priority
      • Identify important interfaces, team
      • members and roles

PERFORMANCE

PLANNING

PERFORMANCE

FEEDBACK

PERFORMANCE REWARDING

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Performance Feedback Phase

PERFORMANCE

PLANNING

  • Providing the provision of ongoing, timely feedback and coaching based on
  • observable and verifiable work- related behaviors, actions and results
  • Valuable performance feedback relies on timely, honest and open communication
  • Feedback should be provided regularly and as close as possible to the event

PERFORMANCE

FEEDBACK

PERFORMANCE REWARDING

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Performance Rewarding Phase

PERFORMANCE

PLANNING

PERFORMANCE

FEEDBACK

  • Actual formal performance review
  • Relies heavily upon development of annual appraisal that summarizes achievement of results against agreed upon targets or established goals
  • Process of aligning individual performance to compensation

PERFORMANCE REWARDING

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Performance Management Phases

Annual Performance Review Guidelines

  • Review goals from the last review period, go over these and talk about how goals were achieved or not and why
  • Discuss employee’s strengths and their weaknesses in a balanced evaluation
  • Agree upon standards for performance for the key job responsibilities
  • Include a review of key performance areas or projects where an employee has performed well.
  • Manager should make criticisms of employee’s work in a constructive way. How can it be improved?
  • Interact during the performance appraisal process
  • Set quantifiable and achievable goals for the next period
  • Collaboratively develop a coaching and improvement plan if needed
  • Design a development plan together that helps the employee grow professionally
  • Maintain a professional demeanor and don’t let the discussion get personal
  • Follow up with informal performance feedback

PERFORMANCE

PLANNING

PERFORMANCE

FEEDBACK

PERFORMANCE REWARDING

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Performance Management Phases

Rating Categories

  • Exceeds expectations: Extraordinary performance. Professionalism and achievements consistently of highest order
  • Meets expectations: Generally competent with instances of excellent output; needs to be more consistent in certain areas.
  • Needs improvement: Does not meet standards and needs improvement. An interim performance improvement plan is required; must be reviewed with HR prior to discussion with staff member.

PERFORMANCE

PLANNING

PERFORMANCE

FEEDBACK

PERFORMANCE REWARDING

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Collaboration
  • Volunteering
  • Sharing
  • Open to new ideas
  • Reaching out
  • Being helpful
  • Actively including others
  • Willingness to be influenced
  • Listening
  • Affirming others’ opinions
  • Acknowledging what others bring
  • Being honest
  • Seeing everyone as a potential partner
  • Helping to enhance others’ skills and experiences
  • Not responding to requests
  • Withholding information
  • Excluding
  • Needing to be right… “my answer”
  • Territoriality
  • Shutting people down
  • Not being genuine when soliciting the opinions or participation of others
  • Seeing others as rivals and competitors
  • Focusing on the shortcomings of others
  • Bullet point with text wrap applied

Enabling

Disabling

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Compassion

• Open to new ideas • Hearing people out

• Taking risks

• Offering new ideas

• Allowing other ideas to fail

• Being proactive

• Learning from past

• Adapting, being flexible

• Taking responsibility

• Being persistent

• Finding & investing in innovations

• Doing homework

• Acting, resulting orientation

• Showing leadership

• Being constructive

  • Blaming
  • Judging
  • Negativity
  • Shooting others down
  • Staying in comfort zone
  • Fear of failure
  • Not taking a chance
  • Assuming that the only way to do things is the way they’ve always been done
  • Always looking for the reasons why something new might fail
  • Punishing reasonable and good faith efforts to try new ways of operating
  • Judging ideas based on the power or influence of the person making them

Enabling

Disabling

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Social Justice
  • Being conscious of people not in the room
  • Including & providing access for people not in the room
  • Do no harm
  • Enhancing the freedom & agency & capacity of those with less power
  • Sharing power
  • Being the change agent
  • Not imposing a project on others
  • Playing fair
  • Taking time to understand underlying cases
  • Using our access to provide access & voice to people who don’t have it
  • Being aware of & making manifest the power of those who people say are powerless
  • Creating rules & systems that are fast & sticking with them
  • Judging people on the basis of character and wisdom and not personal characteristics and stereotypes
  • Ensuring that everyone has opportunity to fulfill their potential
  • Making the rules in any system fair to all its stakeholders
  • Excluding people
  • Hoarding power
  • Quick fixes
  • Side-stepping rules, gaming the system
  • Harboring or reinforcing prejudice
  • Speaking or acting in ways that demean individuals or groups
  • Using humor as a tool to reinforce harmful stereotypes
  • Failing to take positive action to secure more just and equitable circumstances for others within one’s sphere of influence
  • Embracing historical customs that have their roots in hierarchy and privilege for some and harm to others
  • Assuming others will address a problem and not taking personal responsibility

Enabling

Disabling

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Integrity
  • Consistently honoring all of our core values
  • Being honest & fair
  • Choosing honesty/fairness over “looking good”
  • Keeping commitments/meeting deadlines
  • Respect, respecting others
  • Taking responsibility
  • Take high road
  • Maintaining Confidentiality
  • Doing right thing, even if hard choice and results in some personal price to pay
  • Whistle-blowing
  • Being trustworthy
  • Direct, constructive criticism
  • Direct, honest and timely communication
  • Being indifferent to values
  • Taking values seriously only when it’s convenient or serves a personal purpose
  • •Elevating the well being of self above the well being of others
  • Being defensive when personal conduct is challenged
  • Talking behind people’s back
  • Not taking a stand, going with the flow
  • Not telling the truth or not being altogether candid
  • Failing to honor promises and commitments
  • Taking credit for the work of others. Not exercising careful stewardship with resources
  • Taking shortcuts
  • Personal conflicts of interests
  • Inappropriate use of work time
  • Being sanctimonious or arrogant about values

Enabling

Disabling

slide18
Performance Management Cycle
  • Review job description for responsibility
  • Establish performance goals and measurement
  • Establish developmental goals and measurement

Goal Setting

Performance Evaluation

Feedback

  • Results against goals
  • Identify strengths/development opportunities
  • Basis for compensation recommendation
  • Transparent, honest, open communication
  • Regular and tied to actual events
  • No surprise s
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