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CHAPTER 7: PERFORMANCE MANAGEMENT & EMPLOYEE DEVELOPMENT - Coggle…
CHAPTER 7: PERFORMANCE MANAGEMENT & EMPLOYEE DEVELOPMENT
PERSONAL DEVELOPMENTAL PLAN
Personal developmental plan
The appraisal form
Focus on knowledge and skills needed for more long-term carrer aspirations
Specify courses of action to be taken to improve performance
Identification of employees strength and weakness
Developmental plan objective
Sustain performance in current job
Prepare employees for advancement
Improve performance in current job
Enrich the employee work experience
Encourage continuous learning, performance improvement, and personal growth
2 key stakeholders in the process
Improving their own performance
Manager help guide the process of employee development for their staff and support it.
Dev planning is a joint activity entered into both employee and managers
How to help employees develop and improve their performance
Developmental activities
Attending a conference
Job rotation
Self-guided reading
Temporary assignment
On the job training
Mentoring
DIRECT SUPERVISORS ROLE
Help employee uncover the factor
Checking the employee progress
Supervisor must reinforce an employee
Helping the employee define the scope
Supervisor themselves must be motivated
360-DEGREE FEEDBACK SYSTEM
Checkpoint 360 degree Feedback
Reference group camparison
Development summary
Executive overview
Suggestion for improvement
Self-evaluation
Advantage of 360 Degree Feedback system
Increased commitment to improve
Improve self-perceptions of performance
Increased awareness of expectation
Improve performance
Decreased possibility of biases
Reduces undiscussables
A multi-rater feedback is a system in which anonymous feedback is gathered about a member of staff from various people they have working relationship with.
FEEDFORWARD INTERVIEW (FFI)
Eliciting a success story
Uncover the underlying success factor
Understand the type of behaviors and skills that individual have that allow them to perform well
Extrapolating the past into the future
CHARACTERITICS OF A GOOD SYSTEM
Follow up
Avoidance of survey fatigue
Feedback interpretation
Raters go beyond ratings
Observing of employee performance
Raters are trained
Anonymity
RISKS OF IMPLEMENTING 360 DEGREE FEEDBACK SYSTEM
Easy for the employees know who the raters are
Overloaded with forms to fill out individuals information
Lead to positive only and believe they will always treated fairly
Data collected over time on an ongoing basis
Negative feedback can hurt an employees feelings