Performance Evaluation


Presentation Description

Performance evaluation is a necessary and beneficial process, which provides feedback to employees about their job effectiveness and career guidance. 10 terms and 6 manager’s responsibilities 4 goal setting questions and 12 points on rising to the challenge 8 valuable functions of an appraisal and 11 additional values 5 frequent employee complaints and 8 effective ground rules 14 points on performance interviews 6 points on benefits of personal performance contracts 6 points on developing a personal performance contract 5 points on performance appraisals and 10 points on a general contract 5 points on why managers dread them 14 points on the 4 steps for a work plan 21 points on the 4 steps for a development plan and 6 pitfalls to avoid 7 points rating biases and 8 points on setting the stage 8 points on beginning the discussion 11 points on questions that facilitate appraisal discussions 6 points on why to hold a feedback meeting 7 points on preparing for the appraisal 3 points on results-oriented versus process-oriented appraisals The Evaluation Process / (Pages 17-21) Performance Goals / (Page 25) Work Plan Chart / (Page 74) Development Plan Chart / (Page 82) Constraints / (Pages 86-88) Rating Biases / (Pages 89-92) Types of Evaluations / (Pages 117-123) Feedback / (Page 137) Discipline / (Pages 156-160) When to Terminate / (Pages 161-163) Retaliation / (Pages 164-166) Rewards / (Pages 167-169)


Presentation Transcript

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2 Program Objectives ( 1 of 2 ) Performance Evaluation r An understanding of the performance management system. Awareness of the mechanics of how the program works. An understanding of the general interpersonal dynamics involved in the performance appraisal process.

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3 Program Objectives ( 2 of 2 ) Performance Evaluation r Practice in conducting each of the components of an effective appraisal interaction. Specific pointers about, and practice with performance problems. An opportunity to plan how to transfer the training program skills back to the job.

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Results Measures Objectives Indicators Goals 14 r Terms Performance Evaluation Preferred Results Aligning Results Weighted Results Standards Performance Gap

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15 r Manager’s Responsibilities? Performance Evaluation Goals Objectives to achieve Responsibility To achieve these goals through others cost-consciously Employees Others who are deployed to achieve these goals

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17 r Goal Setting Questions Performance Evaluation How will this be measured? What is to be accomplished? When must it be achieved? How will it be achieved?

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18 r Goals Need To Performance Evaluation Be quantifiable. Have specific objectives. Be challenging. Be realistic.

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19 r Performance Goals Performance Evaluation Inform employees of the expectations they must meet. Relate to specific duties. Encourage employee development. Be written, prioritized, and agreed upon by the manager and the employee. Performance goals need to…

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21 r Rising To The Challenge ( 1 of 2) Performance Evaluation Accentuate the positive. Put goals in writing. Make goals challenging, yet attainable. Check for compatibility. Set up yardsticks. Target.

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22 r Rising To The Challenge (2 of 2) Performance Evaluation Have perspective. First thing’s first. Review and revise. Focus attention. Chart progress. Give rewards.

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27 r Four Benefits Performance Evaluation Focuses on results rather than behaviors and attitudes. 1 Aligns organizational activities and processes to organizational goals. 2 Encourages an ongoing, system-wide view of the organization. 3 Produces meaningful measurements. 4

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32 r 11 Additional Values Performance Evaluation Optimizes organizational operations since goals and results are closely aligned. Performance reviews focus on contributions to organizational goals. Supports ongoing communication, feedback and dialogue between employees and supervisors.

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33 r 11 Additional Values Performance Evaluation Encourages a focus on the needs of others (internal and external). Produces specificity in resources and commitments. Redirects a bottom-up approach to a top-down alignment. Ensures that performance is viewed as ongoing versus a one-time annual task.

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Minimize the authorization characteristics. 1 Maintain full and open two-way communication. 2 Preserve the self-esteem of the employee. 3 Ensure that the performance appraisal process is continuous. 4 39 r 8 Effective Ground Rules Performance Evaluation

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Be specific. 5 Avoid comparison with the employee’s peers. 6 Focus primarily on of one of three components (goals, counseling, and appraisal). 7 Follow through on commitments. 8 40 r 8 Effective Ground Rules Performance Evaluation

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49 r Personal Performance Contract Performance Evaluation Benefits (1 of 2) Opportunity to view the job from viewpoint of the manager and employee. Method to identify and agree on priorities. Format that allows continual concentration on objectives.

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50 r Personal Performance Contract Performance Evaluation Chance for the employee to see the “big picture”. Benefits (2 of 2) Clearer focus on those issues that require a solution. A means to pinpoint accountability (Who will do what by when?).

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70 r Performance Evaluation Work Plan Chart The employee and supervisor each fill out a work plan. Step 1: Written Communication The two parties meet to discuss and exchange. Step 2: Oral Communication A six month plan is agreed upon, and a copy is given to each party. Step 3: Written Communication A regular checkpoint meeting is set up (formal coaching). Step 4: Oral Communication

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77 r Performance Evaluation Development Plan ( 4 Steps) Written Communication: 4 Dates are set for regular checkpoint meetings.

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People who feel good about themselves produce good results. People who produce good results feel good about themselves. Leaders need to have high self-esteem. 112 r Self-Esteem ( 1 of 2) Performance Evaluation

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115 r Preparing for the Appraisal ( 1 of 2) Performance Evaluation Select a member of your team. Identify objectives/highest priorities. Evaluate job performance versus expectations. Describe specific accomplishments. Exercise

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116 r Preparing for the Appraisal (2 of 2) Performance Evaluation Exercise 10 minutes to prepare 10 minutes to share with your partner

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117 r Types of Appraisals ( 1 of 7) Performance Evaluation Result-oriented. Process-oriented. Employee Comparison. 360-Degree Appraisal.

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124 r Satisfied With Performance Management? Performance Evaluation A 2016 survey reported that only 10% of HR professionals were "very satisfied" with their performance management systems!

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127 r Why Are Appraisals So Difficult For Managers? Performance Evaluation Managers find many appraisal methods (forms and rating systems) cumbersome. Managers often feel a lack of control over the process. Often, the connection between reviews and rewards is weak or nonexistent.

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128 r Why Are Appraisals So Difficult For Employees? Performance Evaluation Few of us enjoy hearing about our shortcomings. Work today is more team-oriented and less individualistic, so each employee’s performance is heavily dependent on others’. Appraisals are often not accurate.

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139 r Legally Defensible Performance Do’s Performance Evaluation Do establish specific job objectives for employees, and make them clear in advance. Do evaluate behaviors and traits that are job-related only. Do base reviews on objective criteria as much as possible. Do conduct reviews regularly and frequently.

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140 r Legally Defensible Performance Don’ts Performance Evaluation Don’t evaluate based on an employee’s perceived “attitude” – stick with facts and specific behaviors. Don’t speculate about why an employee displays a certain behavior – concentrate on the behavior and results of the behavior. Don’t discuss personal matters in a performance review, if possible.

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141 r Tailor Your Appraisal System to Your Organization ( 1 of 2) Performance Evaluation Reviews must be designed in the context of the individual organization. Review systems must remain adaptable to shifts in business strategy and structure.

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142 r Tailor Your Appraisal System to Your Organization (2 of 2) Performance Evaluation Many performance review systems were created when organizations were hierarchical – this has questionable relevance in today’s flatter organizations. In flatter organizations, career progression is more limited, and rewards are more flexible.

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Having to do tasks that aren’t part of the job. Juggling conflicting tasks/duties. Dissatisfaction with income. 6 7 8 155 r 10 Common Job Quality Complaints (3 of 4 ) Performance Evaluation

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Supervisor’s lack of competence. Lack of respect of co-workers. 9 10 156 r 10 Common Job Quality Complaints (4 of 4 ) Performance Evaluation

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