HRM Section 6 PMS Ver 2

7/30/2019 HRM Section 6 PMS Ver 2

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Performance Management Systems


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Basic Concepts in PerformanceManagement and Appraisal

Performance Appraisal:

Setting work standards, assessingperformance, and providing

feedback to employees to

motivate, correct, and continue

their performance.

Performance Management:

An integrated approach toensuring that an employees

performance supports and

contributes to the organizations

strategic aims.

Comparing

Performance Appraisal

and

Performance Management


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Why PerformanceManagement?Total Quality

Appraisal Issues

Strategic Focus

The

PerformanceManagement

Approach


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The Building Blocks of an Effective Performance Management Process

Direct ion shar ing Role clar i f icat ion Goal set t ing and planning

Goal al ignm ent Developmental goal sett ing

Ongoing p erformance moni tor ing

Ongoing feedback Coach ing and su ppor t

Performance assessm ent (appraisal)

Rewards, recogni t ion, and com pensat ion

Workf low, process con tro l , and return on in vestment management


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Defining the EmployeesGoals and Work Standards

Assign

Specific

Goals

EncourageParticipation

Assign

Measurable

Goals

Assign

Challengingbut Doable

Goals

Guidelines for

Effective Goal Setting


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Setting GoalsSMART Goals:

Specific, and clearly state the desired results. Measurable in answering how much. Attainable, and not too tough or too easy. Relevant to whats to be achieved. Timely in reflecting deadlines and milestones.


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Performance Appraisal RolesSupervisors

Usually do the actualappraising.

Must be familiar withbasic appraisaltechniques.

Must understand andavoid problems that can

cripple appraisals.

Must know how toconduct appraisals fairly.


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Performance Appraisal RolesThe HR Department

Serves a policy-making and advisory role.

Provides advice and assistance regarding theappraisal tool to use.

Trains supervisors to improve their appraisal skills.

Monitors the appraisal system effectiveness and

compliance with relevant laws and guidelines.


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An Introduction to AppraisingPerformance1

Is useful in career planning.

Plays an integral role in performance management.

Why Appraise Performance?

Is basis for pay and promotion decisions.

Helps in correcting deficiencies and reinforcing good

performance.

2

3

4


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(Un)Realistic AppraisalsMotivations for Soft Appraisals

The fear of having to hire and train someone new.

The unpleasant reaction of the appraisee.

An appraisal process thats not conducive to

candor.

Hazards of Soft Appraisals

Employee loses the chance to improve before beingforced to change jobs.

Lawsuits arising from actions involving inaccurateperformance appraisals.


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An Introduction to AppraisingPerformance1

Appraising performance

Steps in Appraising Performance

Defining the job

Providing feedback

2

3


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Designing the Appraisal ToolWhat to Measure?

Work output (quality and quantity)

Personal competencies

Goal (objective) achievement

How to Measure? Generic dimensions

Actual job duties

Behavioral competencies


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Performance Appraisal- A Sample Appraisal System


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Performance Management


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GAPActual

Performance(Where you are)

Optimal

Performance(Where you want to be)

Performance Plan


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What are the benefits?For the supervisor?

For Employees?

For the Department/Organization


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BenefitsEmployee Supervisors Dept/Organization

Clear sense of what you are

to do and why youre doing

it Capitalize on your strengths Know what you need to do

differently Understand how you

contribute to the department

and organization Recognition and

appreciation of your

contributions More engaged in what you

do Are possibly happier at work Further your career interests

Increased job satisfaction

Clearly defined expectations

Focus on future goals and

development

Greater communication Better employee relations Awareness of employee career

interests and strengths Determine progression to roles

that better utilize skills Enhanced effort in quality and

productivity Less absenteeism Have a more unified team Less costly turnovers Improved leadership skills Know what kind of help your

employees need from you Good grasp of workloads Historical record and

comparisons

Better knowledge of talent

pool Coaching, Training, &

Development needs Succession planning HR planning to achieve

Universitys strategic goals

as they evolve. Adapt more quickly and

easily to change A more engaged and focused

work force A fair way to link

performance to rewards.

Retain top performers

Greater department morale

and community spirit Learn more about the

effectiveness of our

selection procedures.

Administer fair incentives


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Employee Evaluation ToolsPerformance Factors

Recommendation and

Plans

Annual Statement of

Achievements and Results


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Annual Statement ofAchievements andResultsList the WORK

Describe RESULTS

Concrete EXAMPLES

Avoid unsubstantiated

Statements oropinions


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Examples (A-1)

Training (50 Hrs)

Emily delivered 23 workshops, with just over 200 participants. The pre and post testing

scores from this years participants showed an increase in the retention of the materialpresented by Emily (last year 54% retention-this year 65% retention) her increased

knowledge and confidence have enabled her to more eff iciently deliver her training

sessions on file systems, records retention, transferring records to Records

Management and retrieving records from storage. Emily has exceeded the

expectations

Annual and month end reports12-15

days/yr

Kate has kept a close eye on monthly readings to ensure accuracy for monthly

billings and the annual report. Although all reporting procedures have been

completed accurately and independently only 8 of the 12 were on time. Kate is

concerned about the missed deadlines and has agreed to a solution (see perf.

plan) that will help her to meet the time expectations.

Transport UH & UCA waste to

compactor at SU

Tanner was able to meet the daily waste removal requirements. He made

sure that the transportation runs between all 15 stations were according to

schedule and collection areas were left clean and in order15%


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DiscussionPoints (A-2)Be prepared

Organize thoughts

Collaboration


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Examples (A-2)

This past year has been exceptionally good for Janet as far as reconciliation procedures are

concerned. She has a very good understanding of her responsibilities and has successfullycompleted her first year-end without assistance. However, she has had a few issues regarding

compliance with the cataloging of materials.

Kathy has tremendous energy and enthusiasm which has energized the department. Her handling of

the OSA project in particular was very effective and impressive. She has also been able to deal with

all requests for data in a cooperative and timely way.

As the department has taken on four major projects, responsibilities have increased for managers

and staff in addition to their regular duties. To help minimize workflow interruptions, I would rather that

Rudy keeps the length of socializing with dept employees to a reasonable minimum.


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PerformanceFactorsMeasures behaviors and

actions: HOW the work isdone.

Performance Factors:

1.Quality and Quantity2.Attitude and Reliability3.Working Relations4.Communication5.Knowledge and Versatility

6.Planning and Initiative7.Judgment and Problem

Solving8.Supervision and Leadership


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Gary completes his schedule of assigned cleaning tasks to the required standards every shift. Given

the high amount of traffic and use in the common areas this isnt always easy to do.


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Gary completes his schedule of assigned cleaning tasks to the required standards every shift. Given the high amount of traffic a nd use in the common areas this isnt always easy to do.

Alexis has a good grasp of her serials binding, receiving, basic map cataloguing, and general

services desk responsibilities. After receiving some initial training sessions in monograph

cataloguing in May she has begun to learn/develop those skills. I am confident she will make good

progress over the coming year as her experience increases.


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Gary completes his schedule of assigned cleaning tasks to the required standards every shift. Given the high amount of traffic a nd use in the common areas this isnt always easy to do.

Alexis has a good grasp of her serials binding, receiving, basic map cataloguing, and general services desk responsibilities. After receiving some initial training sessions in monograph

cataloguing in May she has begun to learn/develop those skills. I am confident she will make good progress over the coming year as her experience increases.

Josh ends each day by reviewing what he needs to accomplish in the next. He always gets right to work, time isseldom wasted fixing problems as he does things right the first time (eg LAR event program and agenda, Basal

document plan, dept retreat materials, etc.) He has good intuition on whats needed for different meetings or

presentations, whether its certain equipment or background information. Paper and duplicating costs in the mainoffice have been positively affected with Joshs no wasting paper rule.


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I complete all of my assigned tasks, and I am committed to the quality of my work. I have never missed a deadline and there have never been any problems with quality

I have a good grasp of serials binding, receiving, basic map cataloguing, and general services desk responsibilities. After my initial training sessions in monograph cataloguing in May I

have started to learn and develop those skills. I know that there are still things that I dont know how to do but I am worki ng on them.

Josh ends each day by reviewing what he needs to accomplish in the next. He always gets right to work, time is seldom wasted fixing problems as he does things right the first time (eg LAR event program and agenda,Basal document plan, dept retreat materials, etc.) He has good intuition on whats needed for different meetings or presentations, whether its certain equipment or background information. Paper and duplicating

costs in the main o ffice have been positively affected with Joshs no wasting paper rule.

As noted in A-1 Samantha has accomplished a lot. Keep up the good work Samantha, as you

become more familiar with the RP stuff I think this will be much easier.


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Row is 2 (meets expectations) 2

Row is 1 (needs improvement) 1

Row is 3 (exceeds expectations) 3

Row is 2 (meets expectations) 2Total rating 8

Total rating 8 divided by 4 rows = 2.00


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Row is 1 and 2 (Half Mark) 1.5


Row is 2 (meets expectations) 2Total rating 8.5

Total rating 8.5 divided by 4 rows = 2.13


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Row is NOT APPLICABLE --


Row is 2 (meets expectations) 2Total rating 7

Total rating 7 divided by 3 rows = 2.33


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RecommendationsTotal Performance Factor

rating.

Variable weighting based onjob relevance.

Summarize strengths and

weaknesses.

Plan for next year.


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Weighting based on importance to position

Default weight is 3

Can create standard weightings for each group you have


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PerformancePlanClarify responsibilities and

expectations

Both Supervisor and Employee

sign this sheet and accept as atemplate for upcoming year.

Change as necessary.

Use to for next years

performance Evaluation.


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Performance EvaluationProcessSet a review

date

Review all

Documentation

EE Completes

Self Evaluation

and give to

Supervisor

Supervisor

completes

Employee

evaluation

Performance

ReviewMeeting and

Performance

Plan

Exchange

feedback

throughout

Year


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One Item from an Appraisal Form Assessing EmployeePerformance on Specific Job-Related Duties


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Performance AppraisalMethods1

2

3

4

5

Alternation Ranking Method

Graphic Rating Scale Method

Paired Comparison Method

Forced Distribution Method

Critical Incident Method

6

7

8

9

10

Behaviorally Anchored Rating

Scales (BARS)

Narrative Forms

Management by Objectives

(MBO)

Computerized and Web-Based

Performance Appraisal

Merged Methods

Appraisal Methodologies

11 Annual Confidential Report (ACR)


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Ranking Employees by the Paired Comparison Method


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Examples of Critical Incidents for Assistant Plant Manager

Continuing Duties Targets Critical Incidents

Schedule productionfor plant

90% utilization ofpersonnel and

machinery in plant;

orders delivered on

time

Instituted new productionscheduling system; decreased late

orders by 10% last month; increased

machine utilization in plant by 20%

last month

Supervise

procurement of raw

materials and

inventory control

Minimize inventory

costs while keeping

adequate supplies on

hand

Let inventory storage costs rise 15%

last month; overordered parts A

and B by 20%; underordered part

C by 30%

Supervise machinery

maintenance

No shutdowns due to

faulty machinery

Instituted new preventative

maintenance system for plant;

prevented a machine breakdown bydiscovering faulty part


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Appraisal-CoachingWorksheet

940

Source: Reprinted from www.HR.BLR.comwith permission of the publisherBusinessand Legal Reports, Inc. 141 Mill Rock Road

East, Old Saybrook, CT 2004.


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Behaviorally Anchored RatingScale (BARS)Developing a BARS

1. Generate criticalincidents

2. Developperformancedimensions

3. Reallocate incidents

4. Scale the incidents

5. Develop a finalinstrument

Advantages of BARS

A more accurategauge

Clearer standards

Feedback Independent

dimensions

Consistency


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Example of aBehaviorallyAnchored RatingScale for theDimensionSalesmanshipSkills


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Management by Objectives(MBO)

A comprehensive and formalorganizationwide goal-setting and

appraisal program requiring:

1. Setting of organizations goals.2. Setting of departmental goals.

3. Discussion of departmental goals.

4. Defining expected results (setting individualgoals).

5. Conducting periodic performance reviews.

6. Providing performance feedback.


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Using MBO

Problems with

MBO

Setting unclear

objectives

Conflict with

subordinates over

objectives

Time-consuming

appraisal process


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AppraisingPerformance: Problemsand Solutions

Unclear

Standards

Leniency or

Strictness

Halo

Effect

Potential Rating

Scale Appraisal

Problems

Central

TendencyBias


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A Graphic Rating Scale with Unclear Standards

Note:For example, what exactly is meant by good, quantity of work, and so forth?

Excellent Good Fair Poor

Quality of work

Quantity of work

Creativity

Integrity


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Appraising Performance:Problems and Solutions

Know

Problems

Control

Outside

Influences

Use the

Right Tool

How to Avoid

Appraisal Problems

Train

Supervisors

Keep

a Diary


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Important Advantages and Disadvantages of Appraisal ToolsTool Advantages Disadvantages

Graphic rating

scale

Simple to use; provides a

quantitative rating for eachemployee.

Standards may be unclear; halo

effect, central tendency, leniency,bias can also be problems.

BARS Provides behavioral anchors.

BARS is very accurate.

Difficult to develop.

Alternation ranking Simple to use (but not as simple as

graphic rating scales). Avoids central

tendency and other problems ofrating scales.

Can cause disagreements among

employees and may be unfair if all

employees are, in fact, excellent.

Forced distribution

method

End up with a predetermined number

or % of people in each group.

Employees appraisal results depend

on your choice of cutoff points.

Critical incident

method

Helps specify what is right and

wrong about the employees

performance; forces supervisor to

evaluate subordinates on an ongoing

basis.

Difficult to rate or rank employees

relative to one another.

MBO Tied to jointly agreed-upon

performance objectives.

Time-consuming.


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Who Should Do the Appraising?

Self-Rating

Subordinates

360-Degree

Feedback

PotentialAppraisers

Immediate

Supervisor

Peers

Rating

Committee


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The Appraisal InterviewSatisfactoryPromotable

SatisfactoryNot Promotable

UnsatisfactoryCorrectable

UnsatisfactoryUncorrectable

Types of Appraisal

Interviews


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The Appraisal Interview(continued)

Talk in terms

of objective

work data.

Dont tiptoe

around.

Dont get

personal.

Encourage

the person to

talk.

Guidelines for

Conducting an Interview


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The Appraisal Interview(continued)1

Recognize your own limitations.

Never attack a persons defenses.

How to Handle a Defensive Subordinate

Recognize that defensive behavior is normal.

Postpone action.

2

3

4


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The Appraisal Interview

1

2

3

4

5

How to Criticize a Subordinate

Criticize in private, and do it constructively.

Do it in a manner that lets the person maintain

his or her dignity and sense of worth.

Give daily feedback so that the review has no

surprises.

Never say the person is always wrong.

Criticism should be objective and free of biases.


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ChecklistDuring theAppraisalInterview

954


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Formal Written WarningsPurposes of a Written Warning

To shake your employee out of bad habits. To help you defend your rating, both to your own

boss and (if needed) to the courts.

A Written Warning Should: Identify standards by which employee is judged.

Make clear that employee was aware of thestandard.

Specify deficiencies relative to the standard.

Indicate employees prior opportunity forcorrection.


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Creating the Total PerformanceManagement ProcessWhat is our strategy and what

are our goals?

What does this mean for the

goals we set for our employees,

and for how we train, appraise,promote, and reward them?

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HRM Section 6 PMS Ver 2

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