Strategic Human resource Management

1. Strategic Human resource Management Performance Management & Feedback

2. Performance Management • Long term success in meeting organization’s strategic objectives • Ability to manage performance of employees • Ensure that performance measures are consistent. • Performance management • Performance evaluation, performance appraisal, or performance measurement

3. Performance Management • Performance feedback • Performance measurement becoming more of a strategic issues for organization • Performance management system needs to be understood and accepted by the organization’s employees and must provide them with meaningful information if it is to be effective. • Employees and supervisors work together to set performance expectations, review results, assess organizational individual needs, and plan for the future; in order to have more effective performance systems

4. The most important concern in designing a performance management systems is its fit with the organization’s strategic objectives and the most important concern in providing performance related feedback is its fit with the organization’s culture. Organizations need broader measures of employees performance to ensure that Performance deficiencies are addressed in a timely manner through employee development programs Employee behaviors are being channeled in the appropriate direction toward performance of specific objectives that are consistent with the work unit and organization’s strategy Employees are provided with appropriate and specific feedback to assist with their career development Performance Management

5. Performance Management • Performance management timeline Past Data related to past performance Present Allows work plans, goals, and development opportunities to be set Future Resulting in the achievement of strategic objectives

6. USE of the System: Strategic choices in PMS • How system will be used • Employee development • Determine reward and compensation • Enhance motivation • Facilitate legal compliance • Facilitate HRP Links with training • Who evaluates • Supervisor customers • Peers self • subordinates Links with compensation Flexible / standardized • What to evaluate • Traits • Behaviours • Results • How to Evaluate • Absolute • Relative Time period Individual / Teams • Means of Evaluation • Graphic rating scale BOS • Weighted checklist Critical incident • BARS objectives based

7. Strategic choices in PMS • A PMS can serve multiple purposes and its is important for the organization to strategize it. • Facilitate employee development • Assessing deficiencies in performance level and skills, can determine specific T&D needs • Assessing individual and team strengths and weaknesses can allow employee and team development plans to be established. outcomes T&D PMS Needs assessment data

8. Strategic Choices in PMS • A second purpose is to determine appropriate rewards and compensation • Salary, promotion, retention, and bonus decision are frequently based on data collected as part of performance measurement. • Therefore, employee must understand and accept the performance feedback system.

9. Strategic Choices in PMS • A third purpose of managing performance is to enhance employee motivation. • A formal process that allows for employee acknowledgment and praise can reinforce the behaviours and outcomes that beneficial to the unit or organization. • Employees can be told specifically what the organization’s expectations for them are, and employees can inform their employers of the types of job assignments and responsibilities.

10. Strategic Choices in PMS • A fourth purpose of PMS is to facilitate legal compliance • Claims of unfair dismissal • When organization has documentation of performance deficiencies of employee; that is best supported • Data showing unacceptable performance

11. Strategic choices in PMS • Finally; • PMS facilitate the HR planning process • Performance data can alert organization to deficiencies in the overall level and focus of employee skills and can be used in critically planning for future staffing needs. • Performance feedback can perform multiple functions in any organization, the organization must determine how it will be used prior to developing the system.

12. Who Evaluates • Who will provide the performance data??? • Supervisors • Immediate supervisors; technical line managers, do they have training to assess or collect performance data; do they observe employees day to day performance??? Halo effect??? • Peers • Customers • Subordinates • self