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HR COURSES

Performance management. October 1 4 , 201 3 Silvia Jelenikova, Dell. HR COURSES. PRE-READING MATERIALS: http://ezinearticles.com/?Five-Feedback-Rules-for-Great-Coaching&id=136815 http://www.mindtools.com/pages/article/newTMM_98.htm

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HR COURSES

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  1. Performance management October 14, 2013 Silvia Jelenikova, Dell HR COURSES

  2. PRE-READING MATERIALS: http://ezinearticles.com/?Five-Feedback-Rules-for-Great-Coaching&id=136815 http://www.mindtools.com/pages/article/newTMM_98.htm http://www.belmont.edu/hr/pmp/TipsforPerformanceEvaluations.html ENTRY QUIZ: 2 questions: What are the rules/hints for GIVING as well as RECEIVING feedback, name at least 3 for each. Name the traits of best PMS and also name some mistakes in performance appraisals (at least 3)

  3. Agenda / Goals for today- understand PMS (roles, process…) - understand HR role in it - learn the art of feedback - practice during exercises

  4. Why we need performance management?

  5. PMS central link to other people-related processes • Entry Management • Training & Development • Rewards & Recognitions • Exit Management

  6. Annual cycle of performance management NEWCOMER

  7. Actors / Roles in PMS • Employee • Manager • HR • All others

  8. Q1 Performance Planning Q3 Mid-Year Review Q1 Pay Planning Q4/Q1 Year End Review Annual cycle in Dell PerformanceManagementCycle DellStrategy&BusinessGoals Results On-going feedback/communication/coaching,training and on-the-job development

  9. HOW WHAT PMS – what we evaluate in Dell • Individual goals • Executes all aspects of job, produces high-quality work in line with key business goals • Superior customer experience • Understands connection between own work and customer satisfaction and acts accordingly • Teamwork in support of winning culture • Supports others, positive attitude, direct, promotes teamwork • Winning with integrity • Trusted, admits mistakes, puts team ahead of personal achievement • Effective leadership • Effectively builds, motivates and increases performance level of team

  10. Used for less serious breaches of job discipline. Send confirmation to employee with copy on HRG Feedback to Employee • Regularly, on 1:1 meetings Verbal Warning Manager 1:1 • Formal meetings • After PIP finished unsuccessfully or serious breach of labor discipline – Always with HRG WrittenWarning • In case of long term unsatisfactory employee results • Always in written form, and 3 copies PerformanceImprovement Plan Dismissal • Only in exceptional cases, employee needs to be warned more times – Always with HR! Performance evaluation in Dell – disciplinary actions Informal Stages Formal Stages Feedbackto employeefrom Mgr. Manager1:1 Performance PerformanceImprovementPlan VerbalWarning 1st writtenWarning 2nd writtenWarning Dismissal 2 – 4 weeks 4 weeks 4 weeks 4 weeks 4 weeks

  11. Feedback • Why we need feedback? • Feedback rules • Feedback as a gift • Feedback as a tool • Role play exercise

  12. Performance evaluation - monitoring & appraisal • On-going coaching & feedback is key • Regular – Mid-year / Annual appraisal • Feedback giving & receiving • Mistakes Role play • 2 volunteers to play • all others to watch and feedback

  13. Dell’s specific approach in PMS – rating scale “What” Results ”How” Behaviors Rewards Rating Best Individuals who consistently exceeded all expectations and objectives compared to peers. Individuals who consistently demonstrate the highest behavioral standards in all competencies of the Leadership Model, and who exemplify Dell’s purpose and values. Recognition and rewards at the highest level reward based on market practice and company performance. Great Individuals who met all and exceeded most objectives and expectations compared to peers. Individuals who consistently demonstrate high behavioral standards in all competencies of the Leadership Model and in living Dell’s purpose and values Recognition and rewards at the higher end of the range, based on market practice and company performance. Individuals who met and exceeded some of their objectives and expectations compared to peers. Individuals who demonstrate adherence to standards in most competencies of the Leadership Model and in how they live Dell’s purpose and values Competitive recognition and rewards based on market practice and company performance. Good Individuals who met some expectations and objectives compared to peers. Individuals who demonstrate gaps in competencies of the Leadership Model and/or in how they live Dell’s purpose and values. May or may not receive recognition and rewards and may be subject to developmental interventions. Mixed Unsatisfactory Individuals who did not meet expectations and objectives compared to peers and whose performance level is at an unacceptable level. Individuals who consistently demonstrate a strong need for improvement for behavioral standards in most competencies of the Leadership Model and who do not live Dell’s purpose and values May likely not receive recognition and rewards and may be subject to corrective or disciplinary intervention.

  14. Thank you for your attention

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