Вы находитесь на странице: 1из 30

PERFORMANCE MANAGEMENT

PERFORMANCE ASSESSMENT
A system whereby an organization assigns some score to indicate the level of performance of a target person or group. Primary use is to provide feedback on behavior.

Determination of the employees strengths and areas for improvement

WHAT IS PERFORMANCE MANAGEMENT?


A process or a set of processes for establishing shared understanding about what is to be achieved (and how it is to be achieved), and of managing people in a way that increases the probability that it will be achieved. (Frank Hartle Hay Group, UK)

BENEFITS OF PERFORMANCE MANAGEMENT


Ensures each individual is working toward clearly stated goals Helps improve overall performance by tapping into the employees motivation to achieve the set goals Provides a foundation for coaching Encourages open communication concerning expected results and performance progress

Sources of Performance Ratings


Superior

Team

Self
Peers Customers

Subordinates

Performance Management Cycle


Performance Goals/ KRAs Objectives Development Plans Agreement

PLANNING

Coaching & Feedback


Development Plans Progress / Realization of goals and objectives Development Plans Competencies Coaching & Feedback

IMPORTANCE OF GOALS
They specify intentions as to what is desired to be done They provide purpose and direction They establish standards against which performance may be gauged.

Writing SMART Objectives


Specific States expected results States end results in work actions or behaviors Measurable Specifies how performance will be measured Specifies behavior used in achieving goals Attainable Reasonable chance that goal can be achieved Goal is challenging but actionable Relevant Goal is aligned with Business/Functional Goals Timebound Deadline in provided

In the work setting, GOALS are written statements of purpose and direction that form a contract between the employee and the organization with the employee being held accountable for specific results.

Requiring people to row the boat without teaching them to do it and not rewarding them for doing it right will not move the organization to business growth

Effective Feedback Formula


Mention situation + Specific behavior + Effect - on me and/or - on task and/or - on relationship

Effective feedback is: Giving perceptions nonthreateningly so that they will be received nondefensively

Performance Management Cycle


Performance Goals/ KRAs Objectives Development Plans Agreement

PLANNING

Coaching & Feedback


Development Plans Progress / Realization of goals and objectives Development Plans Competencies Coaching & Feedback

APPRAISE PRAISE

RAISE RISE

METHODS OF ASSESSMENT

Subjective Measures
Trait Based Behaviors

Objective Measures
Quantifiable Results

METHODS OF ASSESSMENT
Trait-Focused : measure the extent to which an employee possesses certain characteristics Behavior-Focused Methods: Graphic Rating Scale Behaviorally anchored rating scale Behavior Observation scale Comparative Methods: Rank-order Paired comparison Forced distribution method Results Methods more objective evaluation of employee accomplishments

Trait-Focused Assessment Methods


Trait Methods measure the extent to which an employee possesses certain characteristics
Please rate the employee on the extent to which he/she is:
Friendly Dependable
Low High

1 1 1 1 1 1 1

2 2 2 2 2 2 2

3 3 3 3 3 3 3

4 4 4 4 4 4 4

5 5 5 5 5 5 5

Creative
Trustworthy Reliable Cooperative Assertive

Behavior-Focused Assessment Methods


Graphic Rating Scale a predetermined scale to rate the worker on important job dimensions

Example:

a. Quality of Work
b. Job Knowledge 5
Excellent (definitions of numerical values should be provided)

1
Poor

Behavior-Focused Assessment Methods


Behaviorally anchored rating scale (BARs) use critical incidents (samples of behavior) to provide meaning to the numbers on a rating scale
Job Dimension: Planning & Organizing

Sample Behaviors
9
8 7 6

Plans work and organizes time carefully in order to maximize resources and meet commitments

A. This employee never meets a deadline, even with sufficient notice. B. Even though this employee has a report due on another project, she would be well prepared for the assigned discussion on your project. C. This employee would plan more based on enthusiasm than by timetable and frequently have to work late the night before an assignment is due, although it will be completed on time.

Plans and organizes time and effort primarily for large segments of a task. Usually meets commitments, but may overlook what are considered secondary details.

3
Appears to do little planning. May perform effectively, despite what seems to be a disorganized approach, although deadlines may be dismissed 2

Behavior-Focused Assessment Methods

Behavior observation scale (BOS) similar to BARs but measures the frequency of observed behavior using memory/ recollection or a recording of critical incidents (STARs) Example: Customer Service: Properly greets each customer; know
customers names; thanks customers after each transaction

5
Always

1
Never

(definitions of numerical values should be provided)

Comparative Assessment Methods


1.
2. 3.

Rank-order Paired comparison Forced- distribution

Comparative Assessment Methods

Rank-order rank employees (best to worst) on a given performance dimension/competency

Comparative Assessment Methods Paired comparison each employee is compared with every other employee in the group being evaluated

Comparative Assessment Methods


Forced-distribution each employee is assigned to established categories of poor to good performance with fixed limitations on how many employees can be assigned to each category

Results-Focused Assessment Methods


Results-Focused Assessment evaluates employee accomplishments based on agreed standards

Ex. Quantity of output Quality of output


Follows the assumptions of MBO (Management by Objectives)

Mixed Model Performance Assessment Ensures a balance between WHAT are achieved, and HOW these are achieved

Performance Factors
What is Achieved? CONTRIBUTIONS Actual Results or Outputs in the form of KRAs, Objectives

How is it Achieved? COMPETENCIES Demonstrated Knowledge, Abilities, Attitudes


Programs, Systems , Revenues, Target numbers Improvements in Turnaround time

Core (all employees) Job/Role/Functional (frontline, support)

Performance Review Errors


HALO EFFECT overall positive HORN EFFECT overall negative CENTRAL TENDENCY - no differentiation

HARSHNESS OR LENIENCY -ve or +ve


RECENCY weightage on recent behavior

CONTRAST not like me / boss


SIMILAR TO ME jus like me / boss

CONDUCTING THE PERFORMANCE CONVERSATION


Ask for Self-assessment Invite Participation Express Appreciation Minimize Criticism Change the Behavior, not the Person Focus on Solving Problems Be Supportive Establish Goals Follow Up Day to Day

Performance Management Cycle


Performance Goals/ KRAs Objectives Development Plans Agreement

PLANNING

Coaching & Feedback


Development Plans Progress / Realization of goals and objectives Development Plans Competencies Coaching & Feedback

Factors that Influence Performance


MOTIVATION Career Ambition Employee Conflict Frustration Fairness/satisfaction ENVIRONMENT Goals/expectations Equipment/materials Job design Economic conditions Unions Rules and policies Management support Laws and regulations

Perf = f (A, M, E)

ABILITY Technical Skills Interpersonal skills Problem-solving skills Analytical skills Communication skills Physical limitation