Performance Management and Employee Development: Overview

1. Performance Management and Employee Development: Overview • Personal Developmental Plans • Direct Supervisor’s Role • 360-degree Feedback Systems

2. Stakeholders in the Development Process • Employees • Help plan their own development • Improve their own performance • Managers • Help guide the process of development • Support success of process

3. Personal Developmental Plans • Specify actions necessary to improve performance • Highlight employee’s • Strengths • Areas in need of development

4. Personal Developmental Plans answer: • How can I continuously learn and grow in the next year? • How can I do better in the future? • How can I avoid performance problems of the past?

5. Personal Developmental Plans:Overview • Developmental Plan Objectives • Content of Developmental Plan • Developmental Activities

6. Overall Developmental Plan Objectives • Encourage: • Continuous learning • Performance improvement • Personal growth

7. Specific Developmental Plan Objectives • Improve performance in current job • Sustain performance in current job • Prepare employee for advancement • Enrich employee’s work experience

8. Content of Developmental Plan • Developmental objectives • New skills or knowledge • Timeline • How the new skills or knowledge will be acquired • Resources • Strategies

9. Content of Developmental Plan • Standards and measures used to assess achievement of objectives • Based on needs of organization and employee

10. Content of Developmental Plan (continued) • Chosen by employee and direct supervisor • Taking into account • Employee’s learning preferences • Developmental objective in question • Organization’s available resources

11. Developmental Activities ‘On the job’ • On-the-job-training • Mentoring • Job rotation • Temporary assignments

12. Developmental Activities In addition to ‘on the job’ • Courses • Self-guided reading • Getting a degree • Attending a conference • Membership or leadership role • in professional or trade organization

13. Direct Supervisor’s Role: • Explain what is necessary • Refer employee to appropriate developmental activities • Review & make suggestions regarding developmental objectives

14. Direct Supervisor’s Role (ongoing): • Check on employee’s progress • Provide motivational reinforcement

15. Tools to help employees improve performanceby using performance informationgathered from many sources Superiors Peers Customers Subordinates The employee 360-degree Feedback Systems

16. 360-degree Feedback Systems • Anonymous feedback • Most useful when used • For DEVELOPMENT • NOT for administrative purposes • Internet used for collecting data

21. Necessary organizational norms include: • Cooperation • Openness and trust • Input and participation valued • Fairness

22. Overview of 360-degree Feedback Systems • Advantages of 360-degree Feedback Systems • Risks of 360-degree Feedback Systems • Characteristics of a Good 360-degree Feedback System

23. Advantages of 360-degree Feedback Systems • Decreased possibility of biases • Increased awareness of expectations • Increased commitment to improve • Improved self-perception of performance • Improved performance • Reduction of ‘undiscussables’ • Increased employee control of their own careers

24. Risks of 360-degree Feedback Systems • Unconstructive negative feedback hurts. • Are individuals comfortable with the system? (User acceptance is crucial.) • If few raters, anonymity is compromised. • Raters may become overloaded. • Stock values may drop.

25. Anonymity Observation of employee performance Avoidance of survey fatigue Raters are trained Characteristics of a Good 360-degree Feedback System

26. Characteristics of a Good 360-degree Feedback System • Used for developmental purposes only • Emphasis on behaviors • Raters go beyond ratings • Feedback interpretation • Follow-up

27. Quick Review • Personal Developmental Plans • Direct Supervisor’s Role • 360-degree Feedback Systems