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MANAGING
& APPRAISING
EMPLOYEE PERFORMA= NCE
EMPLOYEE PERFORMA= NCE
PRESENTED BY
HARRINGTON & ASSOCIATES,
INC.
630 S. Wickham Rd.
West Melbourne, FL 32904
321.733.3331
1
We
Just Can’t Get Performance Appraisal
Right!
•
•
•It
doesn’t seem to change behaviors or results
•Managers
and employees to dislike it
•It
doesn’t seem to improve organizational performance
•We
can’t control the timeliness or effectiveness of the
process
•
•
•
2
What C=
an We
Do?
We still want to:
=
•Improve
individual performance
=
•Improve
organizational performance
=
•Link
pay to performance
=
•Communicate
with employees
•=
Ensure
that we document effectively
•=
Ensure
that we give useful feedback
3
THERE IS A DIFFERENCE BETWEEN
Performance Appraisal or Evaluation
and
PERFORMANCE MANAGEMENT!
<=
/div>
4
Performance Evaluation
•
•A management driven process
•General=
ly
imposed by Human Resources
•Viewed =
as a
means to justifying pay increases
•Focuses=
on
past performance
•Does not
generally contribute to performance improvement
•Managers
observe and rate employee performance
•Managers
communicate appraisal results to employees
5
Performance Management
•
•An employee driven process
•Reviews=
are
timely
•Improves
perceptions of fairness
•Improves
perception of management
•Focuses=
on
changing behavior and improving performance
•Promotes
open, two-way communication
•Promotes
employee performance orientation
•Manager
viewed as a counselor or coach
•Employee
takes responsibility for his/her own performance
6
The Courts Have Decided
•Written
instructions are provided for raters
•Evaluat=
ions
are based on primarily objective criteria
•Criteri=
a are
job related
•System
provides for third party review
•Perform=
ance
deficiencies are communicated to employees
•
Employers prevail=
when…
Harrington
& Associates can help your company develop a =
fully complian=
t,
highly effective Performance Management System<=
/div>
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7
Basic
Principles of Performance Management
•Employe=
es are
adults and deserve to be treated with dignity and respect
•
•The
organization will prosper as employees improve their skills =
and performance
•
•Moving =
toward
improved performance requires a “road map”
•
•Goals a=
nd
performance expectations are developed jointly by managers
and employees
•
•Employe=
es are
responsible for their own performance
•
•Manager=
s best
serve as counselors and coaches
8
Critical
Elements of Performance Management
•Respect
Organizational Philosophy and Purpose
•Job
Description Based
•Results
and/or Behavior Focused
•Legally
Defensible
•Facilit=
ates
Counseling
•Facilit=
ates
Employee Participation/Responsibility
•Incorpo=
rates
Goal Setting
•Easy to
Use
•Second =
Level
Review
•Linked =
to
Rewards
•Adaptab=
le
9
Continu=
ous
Improvement Model
•Like any good busine=
ss
system, it involves a continuous improvement process:
•Planning
•Implementation=
3;
•Monitoring
•Reviewing
•Revising
10
A
Cyclical Process For Continuous Improvement
•Plan for improved
performance
•Monitor behaviors=
and
results
•Two-way
communication
•Reporting on
results
•Counseling and
Coaching for results
•Evaluate performa=
nce
against plan
•Reward improved
performance
•Plan for next lev=
el
of improvements
11
A Performance Plan Is A =
Road
Map To Improved Performance
Every
Employee Needs A Performance Plan To Guide Behaviors and Res=
ults Throughout The Performance Cycle=
12
•Identif=
ying
information
•Process
instructions and guidelines
•Organiz=
ation-wide
expectations
•Common to all
jobs
•Job spe=
cific
expectations
•Common for all
employees doing same type or level of work
•Employee
specific expectations (Goals)
•Unique opportuni=
ties
for individuals to contribute
•To the
achievement of business results
•To
improvement of personal skill level
•Rating =
method
explained
•Action =
plan
guidelines
Every
Performance Plan Needs…=
13
Developing
A Performance Manage=
ment
System
•HAI will work with y=
ou
to:
•Select System El=
ements
•What to
measure
•System =
of
measures and rating scales
•Select Job Groups
•Determi=
ne how
many templates are required
•Group j=
obs of
common nature
•Identify Subject =
Matter
Experts (Contributors)
•Who will
develop performance expectations
•Develop
individual performance plans (Road Maps)
•Facilitate &
Train
•Develop=
ment
process training and facilitation
•Rater
training
•Train
managers to become counselors & coaches
14
Your Performance Management
System Will
Cascade business goals down through the organization
so that every employee is focused on:
•Organizational
goals
•Functional area
goals
•Individual / team
goals
15
Your
Performance Management System
Will…
Include rating scales that:
<=
span
class=3DBB style=3D'position:absolute;left:-4.84%'>•Promote
consistency
•Ai=
d in
perception of management impartiality
<=
span
class=3DBB style=3D'position:absolute;left:-4.84%'>•Result in fairn=
ess and
accuracy
•Pr=
omote
open two-way communication between supervisors and employees16
Your
Performance Management System
Will…
•Be recognized as:
•A criti=
cal
component of your organization’s rewards
package
•
•A busin=
ess
process that promotes continuous improvement
in:
•Business
performance
•Individual
performance
•Management skill=
s
•
•Essenti=
al
for:
•Business plannin=
g
•Succession
planning
•Management devel=
opment
17
Performance Management
•Engages Managers and Employees to:
•
•Jointly=
plan
for improved performance
•
•Jointly
monitor behaviors and results
•
•Jointly=
rate
& communicate employee performance
•
•Employe=
es take responsibility for their own performance
•
•Managers=
counsel, coach and provide necessary resources for success!
•
18
Let Harrington &
Associates guide your organization toward improved
organizational performance through the performance
management process.
Call us today
(321) 733.3331
Call us today
(321) 733.3331
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