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CHAPTER 8 Performance Management and Employee Development - Coggle…
CHAPTER 8
Performance Management
and Employee Development
Developmental Activities
Self-guided reading.
read books and study other resources
Mentoring.
developmental process that consists of a one-on-one relationship
between senior and junior
mentors can help junior gain targeted skills.
Courses.
large organizations
provide tuition reimbursement
online courses
Attending a conference.
knowledge and skills is
to sponsor an employee’s attendance at a conference or trade show
employee provide a written report or even deliver a presentation
On-the-job training.
paired coworker or supervisor
mini-training
programs
Getting a degree.
provide tuition reimbursement benefits
taking a course with the goal of earning a certification designation
Job rotation.
gain necessary skills is to be assigned to a different job
medical profession in which residents have to rotate across specialty area
OB-GYN,
psychiatry, pediatrics
Temporary assignments.
A less systematic rotation system
opportunity to work on a challenging temporary assignment
gain specific skills
Membership or leadership role in professional or trade organizations.
sponsor membership in professional or trade organizations
distributes publications
DIRECT SUPERVISOR’S ROLE
explain what would be required for the employee to
achieve the desired performance level
feedforward interview (FFI).
the types of behaviors
and skills that individuals have that allow them to perform well
to think about
ways to use these same behaviors and skill in other contexts to make further improvements
in the future.
3 steps
Eliciting a success story.
Uncover the underlying success factors.
Extrapolating the past into the future.
Factors Promoting Successful Implementation of Personal Developmental Plans
entitled to developmental opportunities on an ongoing basis
Managers are involved in the assessment of objective accomplishment and
monitor progress
All employees have a plan
Managers are committed to the development of their employees
360-DEGREE FEEDBACK SYSTEMS
definition
preferred tool for helping employees,
particularly those in supervisory roles, improve performance by gathering information on
their performance from different groups.
information is gathered from individuals all around the employee.
used for developmental
purposes only and not for administrative purpose
to minimize the amount of
paperwork and time involved
includes
graphs showing
average scores across sources of information
Examples of Vendors Offering 360-Degree Feedback Systems
The Booth Company
Personnel Decisions International
Halogen Software
Development Dimensions
International
Panoramic Feedback
IRI Consultants to Management
Center for Creative Leadership
MindSolve
Advantages of 360-Degree Feedback Systems
Decreased possibility of biases.
Increased awareness of expectations.
Increased commitment to improve.
Improved self-perceptions of performance.
Improved performance.
Reduced “undiscussables.”
Employees enabled to take control of their careers.
7.Risks of Implementing 360-Degree Feedback Systems
likely to lead to positive results
only if individuals feel comfortable with the system and and believe they will be rated honestly and treated fairly
very few raters are providing the information
negative feedback can
hurt an employee’s feelings,
raters may become overloaded with forms to fill out because they need to provide information
should not be a one-time-only event.
8.Characteristics of a Good System
Feedback interpretation.
discuss the feedback received with a person interested
Follow-up.
developmental plan is created right away.
Observation of employee performance.
good knowledge and firsthand
experience
Used for developmental purposes only (at least initially).
Anonymity.
feedback is anonymous and confidential
Avoidance of survey fatigue.
to rate too many employees at the same time.
Emphasis on behaviors.
competencies and results,
Raters go beyond ratings.
various dimensions
Raters are trained.
providing evaluations
SUMMARY POINT
