Human Resources Management OBHR E-100

1. Human Resources ManagementOBHR E-100 Before we begin: Quick review of assignments and grading

2. Human Resources ManagementOBHR E-100 Performance Management Tell us about an interesting performance management experience you’ve had.

3. Top 10 Performance Frustrations(Yankevolitch Partners) • No periodic reviews • Lack of opportunity for employee involvement • Performance not evaluated fairly or consistently • Inconsistent or biased ratings • Appraisals not done on time • Focus on the negative and petty • Full rating scale not used; forced rankings • No follow-up on things discussed & agreed • Lack of management commitment • Requires too much time from management

4. Employee Communication Human Resource Development Performance Management Performance Improvement Compensation

5. Performance ManagementPerformance Appraisal Individual employee value • Define performance expectations • Empower employees • Measuring performance • Feedback & coaching Organizational Value • Organizational/individual performance • Training & development plans • Compensation programs and practices • Succession planning

6. Table 10.1 Multiple Organizational Uses for Performance Appraisal Information

7. Performance Management & Appraisal Types of Systems • Graphic rating scales including behaviorally anchored rating scales (BARS) • Forced distribution • Weighted checklists • Behavioral Observation Scales (BOS) • Management by objectives • SMART (specific, measurable, achievable, realistic, time-bound) • 360’ feedback

8. Performance ManagementPerformance Appraisal (cont) Common Errors • Avoidance – leniency • Extremism – severity • Central tendency • Recent Behavior Bias • Halo errors • Intentional errors Forms of Measure • Skills/Competencies/Behaviors • Outcomes • Productivity measures • Sales • Work related data – i.e. attendance, safety record, etc. • Business unit performance

9. Performance ManagementThe Performance/Expectation Gap 1 3 • Describe desired productive behavior & action steps to improve • Observable • Specific • Both manager and employee should generate possible action steps to solve problem • Describe Unproductive Behavior • Observable Data • Timely conversation • Be direct, specific GAP 2 4 • Describe impact of unproductive behavior on others and/or consequences to the system, and seek understanding. • Both manager and employee should generate consequences of unproductive behavior • Discuss reasons why performance is a problem; seek understanding of problem or situation. • Describe follow-up and consequences to the employee if there is not a change in the unproductive behavior and gain employee agreement: buy-in • Explain possible, not necessarily certain, consequences. • Remember, the goal is to 1) solve the problem and 2) maintain the relationship SOLVE THE PROBLEM 5 MAINTAIN THE RELATIONSHIP

10. Performance ManagementLegal ConsiderationsLegal Challenges: • Discrimination – Protected Classifications • Race – EEOC/MCAD • Age – ADEA • Gender – Title VII, MGL 150 • Disability – ADA • Religious Affiliation – Title VII • Defamation of Character • Untruthful vs. truthful statements • Intent to cause harm • ‘Need to know’ status • Wrongful Discharge • Employment-at-Will Doctrine vs. Contract employment • Codified Due Process – contracts & policy manuals • Constructive Discharge • Intolerable treatment leading to ‘voluntary’ quit • Harassment of the employee • Isolation/exclusion of the employee • Retaliation • Selective loss of rank/privilege/accommodation/benefits

11. Alignment Model Your Mission “How” “What” Organizational Goals Organizational Priorities Values UNIT OR DEPARTMENT Departmental Priorities Knowledge, Skills and Behaviors Your Major Areas of Responsibility and Individual Priorities PERSONAL Performance Development Process

12. Performance Competencies • Applications • Used as selection criteria for hiring and promoting managers • Used as measures of performance to assess qualitative aspects of management effectiveness • Used to design professional growth and development plans

13. Sample Competency‘Building Trust’ • Title: Building Trust • General Definition: Interacting with others in a way that gives them confidence in one’s intentions and those of the organization • Key Actions: • Operates with Integrity: Demonstrates honesty’ keeps commitments; behaves in a consistent manner • Discloses Own Position: Shares thoughts, feelings, and rationale so that others understand personal positions and views • Remains open to Ideas: Listens to others and objectively considers others’ ideas and opinion, even when they conflict with ones’ own. • Supports Others: Treats people with dignity, respect, and fairness; gives proper credit to others; supports others and their ideas even in the face of resistance or challenge. • Representative Job Activities • Adheres to corporate policies • Honors confidentiality • Participates in confidential business meetings or discussions • Keeps promises and commitments • Encourages new and innovative thinking by allowing people to learn from their mistakes

14. Executive Level Aligning Performance with Success Building a Successful Work Unit Building Partnering Relationships Building Trust Coaching Communication Empowerment/Delegation Executive Disposition Gaining Commitment Initiating Action Innovation Leading through vision and values Managing the job Strategic decision making Technical/professional knowledge Valuing diversity Mid-management level Adaptability Building effective working relationships Building customer satisfaction Coaching Communication Continuous improvement Decision making Delegating responsibility Facilitating change Gaining commitment Initiating action Innovation Managing conflict Planning and organizing Service focus Technical/professional knowledge Valuing diversity Work standards Sample Competency Inventory

15. The Performance Cycle • Major Areas of Responsibility • Individual Priorities • Knowledge, Skills and Behaviors • Development plan • Reaching agreement • End-of-cycle review • Continuous progress and development Ongoing Feedback • Ongoing Feedback • Coaching • Interim reviews

16. Rob Parson at Morgan Stanley • Who would promote Rob to Managing Director? • Who would NOT promote Rob to Managing Director?