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PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT

PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT. Performance appraisal -- setting standards, informing employees, ratings and feedback. Performance management -- “all of those processes led by managers to help employees perform as effectively as they can.”. TEMPLATE.

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PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT

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  1. PERFORMANCE APPRAISAL VS PERFORMANCE MANAGEMENT • Performance appraisal -- setting standards, informing employees, ratings and feedback. • Performance management -- “all of those processes led by managers to help employees perform as effectively as they can.”

  2. TEMPLATE

  3. GOALS OF PERFORMANCE MANAGEMENT • Improve employee performance • Develop people for promotional opportunities • Meet employee need for feedback • Ensure that employees are working toward organizational goals • Provide the data needed to make and defend important human resources decisions

  4. LEGAL ISSUES IN PERFORMANCE MANAGEMENT • Job-related or valid • Minimum subjectivity • Consistent application/procedural fairness • Instructions and training for appraisers • Forewarning

  5. THE PERFORMANCE MANAGEMENT CYCLE

  6. SETTING EXPECTATIONS • Review organizational and unit goals and individual performance expectations. • Identify duties,objectives, and projects. • Describe performance measures and standards. • Identify performance factors. • Develop a monitoring plan.

  7. GOOD OBJECTIVES ARE “SMART” • S Smart • M Measurable • A Aligned with organizational/unit goals • R Realistic and results-oriented • T Time-limited

  8. CONDUCTING THE INTERVIEW • Your attitude and preparation are critical. • Review the purpose of the interview. • Start out with the positives. • Stay objective. • Be honest. • Don’t blame -- discuss how to improve.

  9. CONDUCTING THE INTERVIEW • Do not discuss personality unless you can show a direct impact on performance. • Don’t use loaded words, e.g always, never. • Stay realistic. • Listen more than you talk. • Pay attention to your non-verbals.

  10. COMMON RATER ERRORS • HALO, HORNS • RECENCY • LENIENCY/SEVERITY/CENTRAL TENDENCY • SIMILARITY • STEREOTYPES • CONTRAST EFFECT • SELECTIVE PERCEPTION

  11. OVERCOMING BIASES • Recognize the ones you have. • Share expectations with the appraisee. • Keep a “log” of events during the year. • Give regular feedback (no surprises!). • Review your draft appraisal with someone. • Remind yourself of your biases before every performance appraisal conference.

  12. CURRENT ISSUES IN PERFORMANCE MANAGEMENT • The focus on ratings and rewards • Too much for one rater to appraise • The system is too top down • Team-based work systems • Total Quality Management

  13. PERFORMANCE MANAGEMENT INNOVATIONS • Increased employee involvement • Less focus on ratings and rewards • Multi-rater systems (i.e., 360 degree feedback, peer reviews)

  14. IMPLEMENTATION ISSUES AND STRATEGIES • Involvement of users in development • Pilot programs • Implementation in one unit • Staggered implementation

  15. OBSTACLES TO SUCCESSFUL IMPLEMENTATION • Lack of commitment from the top • Overselling the program • A program excessive in paperwork and administrative requirements • Failing to train and retrain appraisers • Changing the system • Failing to monitor the program and deal with non-compliance

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