HR COURSESPERFORMANCE MANAGEMENT

October 14, 2013

Silvia Jelenikova, Dell

PRE-READING MATERIALS:

http://ezinearticles.com/?Five-Feedback-Rules-for-Great-Coaching&id=136815

http://www.mindtools.com/pages/article/newTMM_98.htm

http://www.belmont.edu/hr/pmp/TipsforPerformanceEvaluations.html

ENTRY QUIZ:

2 questions:

1.What are the rules/hints for GIVING as well as RECEIVING feedback, name at least 3 for each.

2.Name the traits of best PMS and also name some mistakes in performance appraisals (at least 3)

Agenda / Goals for today

- understand PMS (roles, process…)- understand HR role in it- learn the art of feedback- practice during exercises

Why we need performance management?

PMS central link to other people-related processes

• Entry Management

• Training & Development

• Rewards & Recognitions

• Exit Management

Annual cycle of performance management

Actors / Roles in PMS

• Employee

• Manager

• HR

• All others

Performance Management Cycle

On-going feedback/communication/coaching,training and on-the-job development

Results

Q1Performance

Planning

Q3Mid-Year Review

Q4/Q1Year End Review

Q1Pay

PlanningDell

Strategy&

BusinessGoals

Annual cycle in Dell

WHAT HOW

Superior customer experience• Understands connection between own

work and customer satisfaction and acts accordingly

Teamwork in support of winning culture

• Supports others, positive attitude, direct, promotes teamwork

Winning with integrity• Trusted, admits mistakes, puts team

ahead of personal achievement

Effective leadership• Effectively builds, motivates and

increases performance level of team

Individual goals• Executes all aspects of job, produces

high-quality work in line with key business goals

PMS – what we evaluate in Dell

Informal Stages Formal Stages

Feedbackto employee

from Mgr.

Manager1:1

Performance

PerformanceImprovement

Plan

VerbalWarning

1st writtenWarning

2nd writtenWarning

Dismissal

4 weeks 4 weeks 4 weeks 4 weeks2 – 4 weeks

• Regularly, on 1:1 meetings

Feedback to Employee

• Formal meetingsManager 1:1

• In case of long term unsatisfactory employee results

• Always in written form, and 3 copies

PerformanceImprovement Plan

• Used for less serious breaches of job discipline. Send confirmation to employee with copy on HRG

Verbal Warning

• After PIP finished unsuccessfully or serious breach of labor discipline – Always with HRG

WrittenWarning

• Only in exceptional cases, employee needs to be warned more times – Always with HR!

Dismissal

Performance evaluation in Dell – disciplinary actions

Feedback

• Why we need feedback?

• Feedback rules

• Feedback as a gift

• Feedback as a tool

• Role play exercise

Performance evaluation - monitoring & appraisal

• On-going coaching & feedback is key• Regular – Mid-year / Annual appraisal• Feedback giving & receiving• Mistakes

Role play• 2 volunteers to play• all others to watch and feedback

Dell’s specific approach in PMS – rating scale“What” Results ”How” Behaviors

Individuals who consistently exceeded all expectations and objectives compared to peers.

Individuals who consistently exceeded all expectations and objectives compared to peers.

Individuals who met all and exceeded most objectives and expectations

compared to peers.

Individuals who met and exceeded some of their objectives and

expectations compared to peers.

Individuals who met some expectations and objectives

compared to peers.

Individuals who did not meet expectations and objectives compared to peers and whose

performance level is at an unacceptable level.

Individuals who consistently demonstrate the highest behavioral standards in all competencies of the Leadership Model, and who exemplify Dell’s purpose and values.

Individuals who consistently demonstrate the highest behavioral standards in all competencies of the Leadership Model, and who exemplify Dell’s purpose and values.

Individuals who consistently demonstrate high behavioral standards in all competencies of the Leadership Model and in living Dell’s purpose and values

Individuals who demonstrate adherence to standards in most competencies of the Leadership Model and in how they live Dell’s purpose and values

Individuals who demonstrate gaps in competencies of the Leadership Model and/or in how they live Dell’s purpose and values.

Individuals who consistently demonstrate a strong need for improvement for behavioral standards in most competencies of the Leadership Model and who do not live Dell’s purpose and values

Rating

BestBest

Great

Good

Mixed

Unsatisfactory

Rewards

Recognition and rewards at the highest level reward based on market practice and company performance.

Recognition and rewards at the highest level reward based on market practice and company performance.

Recognition and rewards at the higher end of the range, based on market practice and company performance.

Competitive recognition and rewards based on market practice and company performance.

May or may not receive recognition and rewards and may be subject to developmental interventions.

May likely not receive recognition and rewards and may be subject to corrective or disciplinary intervention.

Thank you for your attention