Please enable JavaScript.
Coggle requires JavaScript to display documents.
Performance Management and Employee Development - Coggle Diagram
Performance Management and Employee Development
360-DEGREE FEEDBACK SYSTEMS
outside consulting firm
sends an e-mail message with instructions
develop mental purposes only and not for administrative purposes
Internet-based systems
Feedback reports
adopted by software
development summary
Personal developmental plans
Content of developmental plan
include a description of specific steps to be taken and specific objectives to reach
what is the new skill or knowledge that will be acquired and how will this occur?
information on the resources and strategies that will be used to achieve the objectives
the completion date and how the supervisor will know
whether the new skill has indeed been acquired
keep the needs of both the organization and the employee in mind
The supervisor and the employee need to agree on what development or new skills
Developmental activities
ways employees can reach the objectives stated in developmental plans
Mentoring
Attending a conference
Getting a degree
Job rotation
Self-guided reading
Temporary assignments
Courses
Membership or leadership role in professional or trade organizations
On-the-job training
Developmental plans objectives
allows the manager
and employee to focus on developmental areas
specific objectives
Improve performance in current job
Prepare employees for advancement
Sustain performance in current job
Enrich the employee’s work experience
form which rates employee per.
Resources/Support Needed
Time Frame
Professional Development Needs
allows the employee to determine whether there are areas he or she needs to develop in order to attain the specified goals.
Why does goal setting work?
challenging goals are energizing and lead
to higher levels of effort
stretch goals lead to persistence
toward activities that are relevant to the goal
motivate employees to use the knowledge they have to reach the goal or to search for new knowledge
Direct Supervisor's role
in the employee's Development plan
The supervisor should work with the employee to set developmental objectives
The supervisor needs to explain what steps the employee must take to achieve these objectives
The supervisor must refer the employee to appropriate developmental activities that will help the employee achieve his or her objectives.
The supervisor helps assure the objectives are specific & achievable
The supertvisor must check on the employee's progress toward achieving the developmental objectives
The supervisor must provide reinforcement so employee will be motivated to achieve the developmental objectives
Feedforward Interview
The Feedforward Interview (FFI) is a tool supervisors can use to explain what steps an employee must take to achieve his or her developmental objectives.
The goal of the FFI is to understand the types of behaviors skills employees have that allow them to perform well and to think about ways to use these behaviors and skills in pther contexts to make further improvements in the future.
Step of a FFI
Elicit a success story
Uncover the underlying success factors
Extrapolate the past into the future
Advantages of 360-Degree Feedback Systems
Increased awareness of expectations
Decreased possibility of biases
Increased commitment to improve
Improved self-perceptions of performance
Improved performance
Reduced “undiscussables
Employees enabled to take control of their careers
Risks of Implementing 360-Degree Feedback Systems
few raters are providing the information
lead to positive results
only if individuals feel comfortable
raters may become overloaded with forms to fill out
negative feedback can
hurt an employee’s feelings
implementing
a 360-degree feedback system should not be a one-time-only event
Characteristics of a Good System
Observation of employee performance.
Feedback interpretation
Anonymity
Follow-up
Used for developmental purposes only (at least initially)
Avoidance of survey fatigue
Emphasis on behaviors
Emphasis on behaviors
Raters are trained