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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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Human Resource







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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



  • 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




  • 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




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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





Organizational Goals








Knowledge, Skills and Behaviors

Your Major Areas of Responsibility and Individual Priorities


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




Executive Disposition

Gaining Commitment

Initiating Action


Leading through vision and values

Managing the job

Strategic decision making

Technical/professional knowledge

Valuing diversity

Mid-management level


Building effective working relationships

Building customer satisfaction



Continuous improvement

Decision making

Delegating responsibility

Facilitating change

Gaining commitment

Initiating action


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


  • Individual Priorities

  • Knowledge, Skills and


  • 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?