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Human Resources Management OBHR E-100. Before we begin: Quick review of assignments and grading. Human Resources Management OBHR E-100. Performance Management Tell us about an interesting performance management experience you’ve had. Top 10 Performance Frustrations (Yankevolitch Partners).

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Human Resources ManagementOBHR E-100

Before we begin:

Quick review of assignments and grading


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Human Resources ManagementOBHR E-100

Performance Management

Tell us about an interesting performance management experience you’ve had.


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Top 10 Performance Frustrations(Yankevolitch Partners)

  • No periodic reviews

  • Lack of opportunity for employee involvement

  • Performance not evaluated fairly or consistently

  • Inconsistent or biased ratings

  • Appraisals not done on time

  • Focus on the negative and petty

  • Full rating scale not used; forced rankings

  • No follow-up on things discussed & agreed

  • Lack of management commitment

  • Requires too much time from management


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Employee

Communication

Human Resource

Development

Performance

Management

Performance

Improvement

Compensation


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Performance ManagementPerformance Appraisal

Individual employee value

  • Define performance expectations

  • Empower employees

  • Measuring performance

  • Feedback & coaching

    Organizational Value

  • Organizational/individual performance

  • Training & development plans

  • Compensation programs and practices

  • Succession planning


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Table 10.1 Multiple Organizational Uses for Performance Appraisal Information


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Performance Management & Appraisal

Types of Systems

  • Graphic rating scales including behaviorally anchored rating scales (BARS)

  • Forced distribution

  • Weighted checklists

  • Behavioral Observation Scales (BOS)

  • Management by objectives

    • SMART (specific, measurable, achievable, realistic, time-bound)

  • 360’ feedback


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Performance ManagementPerformance Appraisal (cont)

Common Errors

  • Avoidance – leniency

  • Extremism – severity

  • Central tendency

  • Recent Behavior Bias

  • Halo errors

  • Intentional errors

    Forms of Measure

  • Skills/Competencies/Behaviors

  • Outcomes

    • Productivity measures

    • Sales

    • Work related data – i.e. attendance, safety record, etc.

    • Business unit performance


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Performance ManagementThe Performance/Expectation Gap

1

3

  • Describe desired productive behavior & action steps to improve

  • Observable

  • Specific

  • Both manager and employee should generate possible action steps to solve problem

  • Describe Unproductive Behavior

  • Observable Data

  • Timely conversation

  • Be direct, specific

GAP

2

4

  • Describe impact of unproductive behavior on others and/or consequences to the system, and seek understanding.

  • Both manager and employee should generate consequences of unproductive behavior

  • Discuss reasons why performance is a problem; seek understanding of problem or situation.

  • Describe follow-up and consequences to the employee if there is not a change in the unproductive behavior and gain employee agreement: buy-in

  • Explain possible, not necessarily certain, consequences.

  • Remember, the goal is to 1) solve the problem and 2) maintain the relationship

SOLVE THE PROBLEM

5

MAINTAIN THE RELATIONSHIP


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Performance ManagementLegal ConsiderationsLegal Challenges:

  • Discrimination – Protected Classifications

    • Race – EEOC/MCAD

    • Age – ADEA

    • Gender – Title VII, MGL 150

    • Disability – ADA

    • Religious Affiliation – Title VII

  • Defamation of Character

    • Untruthful vs. truthful statements

    • Intent to cause harm

    • ‘Need to know’ status

  • Wrongful Discharge

    • Employment-at-Will Doctrine vs. Contract employment

    • Codified Due Process – contracts & policy manuals

  • Constructive Discharge

    • Intolerable treatment leading to ‘voluntary’ quit

      • Harassment of the employee

      • Isolation/exclusion of the employee

      • Retaliation

      • Selective loss of rank/privilege/accommodation/benefits


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Alignment Model

Your

Mission

“How”

“What”

Organizational Goals

Organizational

Priorities

Values

UNIT OR

DEPARTMENT

Departmental

Priorities

Knowledge, Skills and Behaviors

Your Major Areas of Responsibility and Individual Priorities

PERSONAL

Performance Development Process


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Performance Competencies

  • Applications

    • Used as selection criteria for hiring and promoting managers

    • Used as measures of performance to assess qualitative aspects of management effectiveness

    • Used to design professional growth and development plans


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Sample Competency‘Building Trust’

  • Title: Building Trust

  • General Definition: Interacting with others in a way that gives them confidence in one’s intentions and those of the organization

  • Key Actions:

    • Operates with Integrity: Demonstrates honesty’ keeps commitments; behaves in a consistent manner

    • Discloses Own Position: Shares thoughts, feelings, and rationale so that others understand personal positions and views

    • Remains open to Ideas: Listens to others and objectively considers others’ ideas and opinion, even when they conflict with ones’ own.

    • Supports Others: Treats people with dignity, respect, and fairness; gives proper credit to others; supports others and their ideas even in the face of resistance or challenge.

  • Representative Job Activities

    • Adheres to corporate policies

    • Honors confidentiality

    • Participates in confidential business meetings or discussions

    • Keeps promises and commitments

    • Encourages new and innovative thinking by allowing people to learn from their mistakes


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Executive Level

Aligning Performance with Success

Building a Successful Work Unit

Building Partnering Relationships

Building Trust

Coaching

Communication

Empowerment/Delegation

Executive Disposition

Gaining Commitment

Initiating Action

Innovation

Leading through vision and values

Managing the job

Strategic decision making

Technical/professional knowledge

Valuing diversity

Mid-management level

Adaptability

Building effective working relationships

Building customer satisfaction

Coaching

Communication

Continuous improvement

Decision making

Delegating responsibility

Facilitating change

Gaining commitment

Initiating action

Innovation

Managing conflict

Planning and organizing

Service focus

Technical/professional knowledge

Valuing diversity

Work standards

Sample Competency Inventory


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The Performance Cycle

  • Major Areas of

    Responsibility

  • Individual Priorities

  • Knowledge, Skills and

    Behaviors

  • Development plan

  • Reaching agreement

  • End-of-cycle review

  • Continuous progress and development

Ongoing Feedback

  • Ongoing Feedback

  • Coaching

  • Interim reviews


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Rob Parson at Morgan Stanley

  • Who would promote Rob to Managing Director?

  • Who would NOT promote Rob to Managing Director?


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