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PERFORMANCE MANAGEMENT (PM), Giving Feedback, :explode: Key Coaching…

- - - - 3. Discuss the implications of changing behaviors
      - 4. Explain how skills used in past achievement can help overcome any performance problems
      - 2. Solicit feedback
      - 5. Agree on an action plan
      - 1. Identify what the employee has done well and poorly
      - 6. Set a follow-up meeting & agree on behaviors, actions, attitudes to be evaluated
    - - Future: New goals & development plans
      - Present: Compensation to be received
      - Past: Behaviors & results
  - - - 4. Resources
      - 5. Reinforcement
      - 3. Feedback
      - 2. Updates
      - 1. Observation & documentation
  - - - :pen: How the job is done
      - :pen: In certain jobs, employees may have control over how they do their jobs, but not over the results of their behavior
    - - :pen: Include results & behaviours
      - :pen: Setting goals to be achieved in each area
      - :pen: Identify areas that need improvement
    - - :pen: What needs to be done @ outcome an employee must produce
  - - - Strategic Planning
        
        ⏺ Where organization is going
        
        ⏺ Organizational goals
        
        ⏺ Purpose or reason for organization's existence
        
        ⏺ Strategies for attaining goals
      - Mission & Vision
        
        Organization ➡ Unit ➡ Employee
        
        Cascade effect throughout organization
    - - Job Analysis
- - - - Standards and measure used to assess achievement of objectives
      - Based on needs of organisation and employee
      - How the new skills or knowledge will be acquired
      - Chosen by employee and direct supervisor
      - Taking into account
      - Developmental objectives
    - - Job rotation
      - Temporary assignments
      - Mentoring
      - Courses
      - On-the-job-training
      - Self-guided reading
    - - Overall Objectives (encourage)
      - Specific Objectives
  - - - Increased commitment to improve
      - Improved self-perception of performance
      - Increased awareness of expectations
      - Improved performance
      - Decreased possibility of biases
      - Reduction of 'undiscussables'
      - Increased employee control of their own careers
    - - Raters may become overloaded
      - Date is collected only once
      - If few raters, anonymity is compromised
      - Are individuals comfortable with the system?
      - Unconstructive negative feedback hurts
    - - Used for developmental purposes only
      - Emphasis on behaviors
      - Raters are trained
      - Raters go beyond ratings
      - Avoidance of survey fatigue
      - Feedback interpretation
      - Observation of employee performance
      - Follow-up
      - Anonymity
- - - - ⏺ Organization
      - ⏺ Every Unit
    - - ⏺ JD are revised to ensure it consistent with unit's & organization's priorities
      - ⏺ Critical to involve all employees
    - - 4️⃣ Goals
        
        ⏺ Establish clear direction that will further up the mission
      - 5️⃣ Strategies
        
        ⏺ Create strategies to address issues of:
        
        🔹Growth
        
        🔹 Survival
        
        🔹 Turnaround
        
        🔹 Stability
        
        🔹 Innovation
        
        🔹 Leadership
      - 3️⃣ Vision
        
        ⏺ Description of what organization would like to become in the future
        
        ⏺ 8 Characteristics - A good statement vision
      - 2️⃣ Mission
        
        ⏺ Good mission statement answer:
        
        ⏺ Mission statements contains information on organization's:
        
        ⏺ Mission statement may contain:
      - 1️⃣ Environmental Analysis
        
        ✔ SWOT
        
        ✔ GAP
        
        ✔ Identifies external & internal trends
    - - ⏺ PM system includes results, behavior & developmental plans
  - - - ✔ Help carry out vision
    - - ✔ Involvement
      - ✔ Participation
      - ✔ Understanding
  - - - Allocate resources to provide organization with competitive advantage
    - - 5. Produce an organizational culture of cooperation
      - 6. Allow for the consideration of new options & opportunities
      - 4. Provide focus & allow for better allocation of resources
      - 7. Provide employees with information to direct daily activities
      - 3. Enhance ability to adapt to environmental change
      - 2. Help organization prepare for the future
      - 1. Help define the organization's identity
- - - - :check: What is Performance Management (PM)?
      - :check: How does PM fit in our strategy?
      - :check: What’s in it for me?
      - :check: How does it work?
      - :check: What are our roles and responsibilities?
      - :check: How does PM relate to other initiatives?
    - - :check: Selective Perception.
      - :check: Selective Retention.
      - :check: Selective Exposure.
    - - :check: Emphasize the positive.
        
        Strike first.
        
        Provide facts and conclusions.
        
        Use credible communicators.
      - :check: Repeat, document and be consistent.
        
        Put it in writing.
        
        Use multiple channels of communication.
        
        Say it and then say it again. (Repeat information)
      - :check: Consider employees.
        
        Involve employees in system design.
        
        Understand employee needs.
  - - - :check: Judgmental.
      - :check: Administrative.
    - - An appeal is first filed, the HR department serves as a mediator between the employee and the supervisor.
      - HR reviews facts, policies, procedures.
      - HR reports to supervisor/employee.
      - HR attempts to negotiate settlement.
    - - This arbitrator can consist of a panel of peers and managers.
      - High-level manager - final decison.
  - - - :check: How to observe, record, and measure performance.
      - :check: How to minimize rating errors.
      - :check: How to identify and rank job activities.
      - :check: How to conduct an appraisal interview.
      - :check: How to train, counsel, and coach.
      - :check: Information on the appraisal form and system mechanics.
      - :check: Reasons for implementing the performance management system .
    - - :check: SL : Self-leadership training.
      - :check: FOR (Frame of Reference Training)
      - :check: BO : Behavioral Observation.
      - :check: RET (Rater Error Training).
    - - :check: Unintentional Rating Errors.
        
        Halo.
        
        Primacy.
        
        Contrast
        
        Recency.
        
        Similar to me.
        
        Negativity.
        
        First impression.
        
        Spillover.
        
        Stereotype.
        
        Attribution.
      - :check: Intentional Rating Errors.
        
        Severity (Deflation)
        
        Central Tendency.
        
        Leniency (Inflation)
  - - - :check: Learn about difficulties/obstacles.
      - :check: Collect recommendations on how to improve.
      - :check: Understand personal reactions.
      - :check: Get early buy-in (problem identification and early correction).
      - :check: Gain information from potential participants.
      - :check: Get higher rate of acceptance.
    - - :check: Roll out test version with sample group.
      - :check: Fully implement planned system.
  - - - :check: How to measure implementation.
      - :check: How to measure results.
      - :check: How to evaluate system effectiveness.
    - - Evaluation data to collect
        
        :check: Assessments of requirements (operational & technical).
        
        :check: Effectiveness of performance ratings.
        
        :check: Reactions to the system.
      - Indicators to consider
        
        :check: Distribution of performance ratings.
        
        :check: Quality of information.
        
        :check: Number of individuals evaluated.
        
        :check: Quality of performance discussion meetings.
        
        :check: System satisfaction.
        
        :check: Cost or benefit ratio.
        
        :check: Unit-level and organization-level performance.
- - - - To Prevent / Reduce
      - If Unavoidable
      - If Intolerable
- - - - :recycle: Specific behavior & results will be repeated
      - :recycle: Employee will engage new behavior
      - Rewards can include : :fountain_pen:
        
        :explode: Status
        
        :explode: Time
        
        :explode: Recognition Public
        
        :explode: Trust & Respect
        
        :explode: Pay
        
        :explode: Challenge
        
        :explode: Responsibility
        
        :explode: Freedom
        
        :explode: Relationship
    - - :!: Does Method is Matter
        
        :pencil2: Evaluators
        
        :pencil2: Fairness
      - :!: Compensation Survey
        
        :check: Information on based pay
        
        :check: Conducted in house / by consultant
      - :!: Types of Evaluation Methods
        
        :star: Classification
        
        :star: Point
        
        :star: Ranking
      - :!: Broad-banding
        
        :green_cross: Most commonly used pay structure
        
        :green_cross: Pay structure collapse job classes into fewer categories
      - :!: Job Evaluation
        
        :warning: Method of data collection
        
        :warning: Consideration of things
    - - :red_flag: Contingent Pay (CP) Plans
        
        Reasons Introducing CP
        
        :recycle: PM is more effective
        
        :recycle: Clearly defines effectie performance
        
        :recycle: Good corporate image
        
        :recycle: Supervisors & employee better able to understand
        
        :recycle: Helps recruit & retain top performers
        
        :recycle: Enhance employee motivation
        
        How CP Plans helps
        improve motivation
        
        :check: Instrumentality
        
        :check: Valence
        
        :check: Expentency
        
        Possible Problems
        
        :forbidden: Extrinsic vs Instrinsic
        
        :forbidden: Disproportionately large rewards
        
        :forbidden: Managers are not accountable
        
        :forbidden: Rewards not considered significant
        
        :forbidden: Poor PM systems
        
        :forbidden: Rewarding counterproductive behavior
        
        Selecting CP Plan
        
        :lock: Culture of Organization
        
        :red_flag: Traditional culture
        
        :red_flag: Involvement culture
        
        :lock: Strategic direction of organization
        
        :checkered_flag: CP plans to enhance strategic directions
        
        :warning: Productivity
        
        :warning: Overall Profit
        
        :warning: Employee development
      - :red_flag: Traditional
- - - - Fiscal year : The end of the fiscal year. :check:
      - Anniversary date : on / around the annual :check:
    - - :check: Self-appraisal.
      - :check: Classical performance review.
      - :check: System inauguration.
      - :check: Merit/ salary review.
      - :check: Development plan.
      - :check: Objective setting.
    - - :check: Annual.
      - :check: Semi-annual.
      - :check: Annual.
  - - - Higher acceptance of results.
      - Perception that system is fair.
    - - Supervisors.
      - Peers.
      - Subordinates.
      - Self.
      - Customers.
  - - - :check: Intentional Errors.
        
        Rating inflation.
        
        Rating deflation.
      - :check: Unintentional Errors.
        
        Due to complexity of task.
  - - - :check: Information.
        
        Reasons for implementing the performance management system
        
        Information on the appraisal form and system mechanics.
      - :check: Motivation.
        
        Benefits of providing accurate ratings.
        
        Tools for providing accurate ratings.
      - :check: Identifying, observing, recording and evaluating performance.
        
        How to identify and rank job activities.
        
        How to observe, record, measure performance.
        
        How to minimize rating errors.
      - :check: How to interact with employees when they receive performance information.
        
        How to conduct an appraisal interview.
        
        How to train, counsel, and coach.
- - - - Threat + Weakness = Problem
- - - - 5. Concern for survival through growth & profitability
- - - - 05 - Focused
        
        06 - Understandable
        
        07 - Inspiring
        
        08 - A stretch
- - - - ◾ Provide basis for performance measurement