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Performance Appraisal Training

Performance Appraisal Training. “Get Back to Basics”. Performance Management Cycle. Goal Setting & Planning. Ongoing F eed b a c k. Ap p r aisal. Performance Management Cycle. Goal Setting & Planning. Ongoing F eed b a c k. Ap p r aisal. Goals should

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Performance Appraisal Training

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  1. Performance Appraisal Training “Get Back to Basics”

  2. Performance ManagementCycle Goal Setting& Planning Ongoing Feedback Appraisal

  3. Performance ManagementCycle Goal Setting& Planning Ongoing Feedback Appraisal

  4. Goalsshould • Align with the University mission andstrategy • Be clear and easy tounderstand • Be challenging, butachievable • Be accepted and recognized as important by everyone who will have to implementthem • Bemeasurable • Be framed in time, with clear beginning andending points Goal Setting andPlanning

  5. Performance ManagementCycle Goal Setting& Planning Ongoing Feedback Appraisal

  6. Setting the Stagefor DeliberateFeedback Mood ElevatorScale Floor 1 – Not a good time totalk. “I had a fender bender on the way to work. I need a fewminutes.” Floor 3 – I am busy. I am working on something at the moment but open to a briefconversation. Floor 5 – I am totally open to aconversation. What’sup? 8

  7. Principle1 The Giver and Receiver must have consensus onthe receiver’s goals (e.g. employmentspecific) Principle2 The Giver should emphasize description and appreciation Principle3 The Giver should be concrete andspecific Principle4 Both Giver and Receiver must have constructivemotives Principles for DeliberateFeedback 9

  8. Principle5 Don’t withhold negative feedback if it is relevant Principle6 The Giver should own their observation, feelings andjudgments Principle7 Feedback should be timed to when the Receive and Giver are ready. (MoodElevator) Principles for DeliberateFeedback 10

  9. Performance ManagementCycle Goal Setting& Planning Ongoing Feedback Appraisal

  10. PerformanceAppraisals CommonErrors

  11. Contrast Error – tendency to compare toother employees First-Impression Error – tendency to initially judge “favorable” or “unfavorable,” which serves as basis for appraising futureperformance. Recency Effect – tendency to give extra weight to what was seen recently and diminish the importance of observation throughout review period. CommonErrors 13

  12. Central Tendency Effect – an employee is consistently rated at or near the midpoint of the scales regardless of the actual level ofperformance. TheProblem: There is organizationally no differentiation between good and badperformers Damage arises to high achievers because oflack of realisticappraisal Negative or Positive Leniency – Employee israted too hard or toolenient CommonErrors 14

  13. Halo Effect – generalizing (positively) from one aspect of performance to all aspects of performance. Devil Effect – opposite of Halo Effect, generalizing from one or two negative aspects to performance and becoming blind to the positiveaspects. Similar-to–me Effect – tendency to judge more favorably those people who you like or find comfort with. Appraise performance and behaviors, not personality or background similar tosupervisor. CommonErrors 15

  14. Ensure criteria isjob-related • Rate performance in relation to job responsibilities • Weigh other employee opinion fairly; don’t weigh it tooheavily • Consider all areas of performance.Balance. • Don’t compare all your employee’s (as the supervisor) until all have been completed separately To ReduceErrors 16

  15. Categories 16

  16. Categories 16

  17. Rating Scale 16

  18. Example 16

  19. Have employee complete self-assessment Conduct appraisal, set follow up meetingwith employee, meet deadlines

  20. Questions

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