hr feedback
TRANSCRIPT
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Performance Management andFeedback.
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Rumman 110
Mustansar 111
Suleman 112Sehrish Saleem 113
114
Hassan 115
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Sehrish
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Define performance in behavioral terms
Improved Performance
Measure and assess performance
Feedback for goal setting and planning
Performance Management Process
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Overview
Performance Management Process is used . . .
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Performance Management?
Performance management (PM)
Includes activities which ensure that goals are
consistently being met in an effective and efficient
manner. Performance management can focus on theperformance of an organization, a department,
employee, or even the processes to build a product of
service, as well as many other areas.
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rgan za ons nee roa er performance measures to insure
Performance deficiencies addressed in timelymanner through employee development
programs
Employee behaviors channeled in appropriatedirection toward performance of specific
objectives
Employees provided with appropriate &
specific feedback to assist with careerdevelopment
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Performance Management Components
PerformancePlanning
Coaching &Feedback
Reviewing &Appraising
Performance
Recognizing &Rewarding
Performance
Process Overview
PerformanceManagement
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Employee performance management includes:
Planning work and setting expectations,
continuallymonitoring performance,
Developingthe capacity to perform,
periodically rating performance in asummary fashion, and
Rewarding good performance.
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Requirements for the effective performancemanagement system:
Performance management system is its fit with theorganizations strategic objectives.
Performance-related feedback fit with the organizations
culture.
Effective performance management system requireemployees and supervisors together to set performance
expectations, review results, assess organizational and
individual needs, and plan for the future.
Performance management system need not be formal inorder to be effective.
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Performance management timeline
PAST
Data relatedto past
performance
P
resent
Allows workplans, goals,
anddevelopmentopportunities
to be set F
uture
Resulting inthe
achievementof strategicobjectives.
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Mustansar
t t i h i i P
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trategic hoices in Per ormanceManagement
R l ti hi B t T&D &
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Relationship Between T&D &Performance Management
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Who Evaluates?
Traditionally, performance evaluation was performed byemployees immediate supervisor.
Performance feedback can also be sought from
Peers
Subordinates
Customers
Employee it self
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Supervisors
Peers Customers &Clients
SubordinatesSelf
Sources ofperformance
appraisals
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Problems with immediate supervisors conducting performanceevaluations
Lacking appropriate information to provide informed feedback on
employee performance
Insufficient observation of employees day-to-day work to validly
assess performance
Lack of knowledge about technical dimensions of subordinates
work
Lack of training or appreciation for evaluation process
Perceptual errors by supervisors that create bias or lack of
subjectivity in evaluations
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Perceptual Errors of Raters
Halo effect Rater allows single trait, outcome or consideration to influence
other measures of performance
Stereotyping
Rater makes performance judgments based on employees
personal characteristics rather than employees actual
performance
Recency error
Recent events & behaviors of employee bias raters evaluation
of employees overall performance
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Perceptual Errors of Raters
Central tendency error Evaluator avoids higher & lower ends of rating in favor of placing
all employees at or near middle of scales
Leniency or strictness errors
Evaluators tendency to rate all employees above (leniency) or
below (strictness) actual performance level
Personal biases & organizational politics
Have significant impact on ratings employees receive from
supervisors
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Suleman
Purposes of Performance Management
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Purposes of Performance ManagementSystems
1) Facilitate employee development
Determine specific training & development needs
Assess individual & team strengths & weaknesses
2) Determine appropriate rewards & compensation
Salary, promotion, retention, & bonus decisions
Employees must understand & accept performance feedback
system
3) Enhance employee motivation
Employee acknowledgment & praise reinforces desirable
behaviors & outcomes
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4) Facilitate legal compliance
Documentation is strong defense against charges of
unlawful bias
5) Facilitate HR planning process
Alert organization to deficiencies in overall level &
focus of employee skills
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Other Performance Feedback Systems
Peers:- Only effective when political considerations & consequences are
minimized, & employees have sense of trust.
Feedback from peer can be useful for development purpose.
Subordinates:-
Insights into interpersonal & managerial styles.
Excellent measures of individual leadership capabilities.
Same political problems as peer evaluations.
Customers:-
Feedback most free from bias.
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Other Performance Feedback Systems
Self-evaluations:- Allow employees to participate in critical employment decisions.
Benefits:-
More holistic assessment of performance.
Motivating.
Multi-rater systems or 360-degree feedback systems:-
Can be very time-consuming.
More performance data collected, greater overall facilitation of
assessment & development of employee. Costly to collect & process.
Consistent view of effective performance relative to strategy.
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What to Evaluate?
Traits measures
Assessment of how employee fits with organizations
culture, not what s/he actually does
Behavior-based measures
Focus on what employee does correctly & what
employee should do differently
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Results-based measures
Focus on accomplishments or outcomes that
can be measured objectively
Problems occur when results measures are
difficult to obtain, outside employee control, or
ignore means by which results were obtained
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Limitations
Difficult to obtain results for certain job
responsibilities
Results sometimes beyond employees control
Ignores means or processes
Fails to tap some critical performance areas
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Hassan
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Job Performance Competencies
Closely tied to organizations strategic objectives
Can take tremendous amount of time to
establish
Must be communicated clearly to employeesMust be tied in with organizations reward
structure
Multilevel orporate ompetency
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Multilevel orporate ompetencyModel
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How to Evaluate?
Absolute Measurement Employees are all measured strictly by absolute
performance requirements or standards of their jobs.
Relative Assessment
Employees are measured against other employees
and ranked on their distance from the next higher to
the next lower performing employee.
Ranking allows for comparison of employees butdoes not shed light on the distribution of employee
performance
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Relative assessment of employees can be useful inallowing organization to identify overall top performers.
However , if performance is not normally distributed ,
result can provide misleading data: if all employees are
outstanding performers, some will still be ranked poorly.Conversely , if all employees are deficient in
performance , some will still be ranked as outstanding.
Relative measures can easily facilitate distorted
perceptions of performance when all employees aresuperior or deficient.
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Forced Ranking
Arguments in favor of forced ranking Best way to identify highest-performing employees
Data-driven bases for compensation decisions
Forces managers to make & justify tough decisions
Arguments critical of forced ranking
Can be arbitrary, unfair, & expose organization to
lawsuits
Inherent subjectivity
Forced rankings tend to be more effective in
organizations with high-pressure, results-driven culture
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Measures of Evaluation
Graphic Rating Scales
Weighted Checklists
Behaviorally Anchored
Rating Scales (BARS) Behavioral Observation
Scales (BOS)
Critical Incident Method
Management By Objectives
(MBO)
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Graphic Rating Scales
The Rating Scale is a form on which the managersimply checks off the employees level of
performance.
This is the oldest method and most widely method
used for performance appraisal.
Different supervisors will use the same graphic scales
in slightly different ways.
Behavior based scales, overcome the problem ofGRS.
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Checklists and Weighted Checklists
In this system, a large number of statements thatdescribe a specific job are given.
Each statement has a weight or scale value attached
to it.
While rating an employee the supervisor checks all
those statements that most closely describe the
behavior of the individual under assessment.
The rating sheet is then scored by averaging theweights of all the statements checked by the rater.
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Behaviorally Anchored Rating
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Behaviorally Anchored RatingScales (BARS)
BARS are scales used to rate performance.
It differs from "standard" rating scales in one central
respect, in that it focuses on behaviors that are
determined to be important for completing a job task
or doing the job properly, rather than looking at more
general employee characteristics (e.g. personality,
vague work habits).
BARS are rating scales that add behavioral scaleanchors to traditional rating scales (e.g., graphic
rating scales)
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Behavior Observation Scale
A behavioral observation scale addresses theproblem of inconsistent employee performance by
measuring frequencies along the scale.
This system differs from the behaviorally anchored
rating scale in that rather than describing what the
employee is doing, the questions revolve around how
often they engage in a desired behavior.
Usually the behaviors to be rated are derived from ajob analysis.
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Management By Objectives (MBO)
Enhanced employee motivationEmployees can far more committed to reaching
performance objectives they have agreed to
When employee participates, his/her trust &dependability placed online
Objectives selected must be valid
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Rumman
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FEEDBACK
Feedback is giving specific information about a
person's current behavior in order to help him/her
either continue the behavior or modify the behavior.
Performance Management ystems
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Performance Management ystemsGuidelines
Feedback to employees must be specific rather thangeneral.
Feedback should come only from credible, trustworthy
sources.
Feedback should be provided as soon as possible formaximum benefit.
Performance measures must be based on clear,
measurable goals.
The performance system must involve a dialoguebetween the employee and the manager
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360oFeedback
Self
Evaluation
CustomerEvaluation
ReportsPeer
Evaluation
ManagerEvaluation
Feedback
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360-Degree Feedback
In human resources, 360-degree feedback, also knownas multi-rater feedback, multi source feedback, or
multi source assessment, is feedback that comes
from members of an employee's immediate work
circle.
Most often, 360-degree feedback will include direct
feedback from an employee's subordinates and
supervisor(s), as well as a self-evaluation.
Purposes of 360 Degree feedback
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Purposes of 360 Degree feedbacksystems:
Furthering management and leadership development.Facilitating organizational change and improvement
initiatives that allow the organization to become more
open and participative.
Expand the formal appraisal system by makingfeedback evaluative and linking it more with a
managers or employees formal performance
appraisal.
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Characteristics of Effective Feedback
Feedback is more effective when it is non-personal andfocused on the problem or behavior rather than on
personality traits.
Feedback should be given regularly and promptly(immediately after the event whenever possible).
Feedback is most effective when it is specific rather than
general.
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C l i
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Conclusion
Performance Management System significantlyimpact organizational performance.
There is no one optimal way to design an effective
performance management system.
Any feedback provided to employees should be
specific rather than general.
Credible and trustworthy sources should be used.
Feedback should be provided as soon as possible.
Communication should exist between employees and
managers.
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Questions