hr feedback

7/29/2019 hr feedback

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Performance Management andFeedback.


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Rumman 110

Mustansar 111

Suleman 112Sehrish Saleem 113

114

Hassan 115


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Sehrish


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Define performance in behavioral terms

Improved Performance

Measure and assess performance

Feedback for goal setting and planning

Performance Management Process


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Overview

Performance Management Process is used . . .


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Performance Management?

Performance management (PM)

Includes activities which ensure that goals are

consistently being met in an effective and efficient

manner. Performance management can focus on theperformance of an organization, a department,

employee, or even the processes to build a product of

service, as well as many other areas.


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rgan za ons nee roa er performance measures to insure

Performance deficiencies addressed in timelymanner through employee development

programs

Employee behaviors channeled in appropriatedirection toward performance of specific

objectives

Employees provided with appropriate &

specific feedback to assist with careerdevelopment


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Performance Management Components

PerformancePlanning

Coaching &Feedback

Reviewing &Appraising

Performance

Recognizing &Rewarding

Performance

Process Overview

PerformanceManagement


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Employee performance management includes:

Planning work and setting expectations,

continuallymonitoring performance,

Developingthe capacity to perform,

periodically rating performance in asummary fashion, and

Rewarding good performance.
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Requirements for the effective performancemanagement system:

Performance management system is its fit with theorganizations strategic objectives.

Performance-related feedback fit with the organizations

culture.

Effective performance management system requireemployees and supervisors together to set performance

expectations, review results, assess organizational and

individual needs, and plan for the future.

Performance management system need not be formal inorder to be effective.


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Performance management timeline

PAST

Data relatedto past

performance

P

resent

Allows workplans, goals,

anddevelopmentopportunities

to be set F

uture

Resulting inthe

achievementof strategicobjectives.


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Mustansar

t t i h i i P


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trategic hoices in Per ormanceManagement

R l ti hi B t T&D &


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Relationship Between T&D &Performance Management


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Who Evaluates?

Traditionally, performance evaluation was performed byemployees immediate supervisor.

Performance feedback can also be sought from

Peers

Subordinates

Customers

Employee it self


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Supervisors

Peers Customers &Clients

SubordinatesSelf

Sources ofperformance

appraisals


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Problems with immediate supervisors conducting performanceevaluations

Lacking appropriate information to provide informed feedback on

employee performance

Insufficient observation of employees day-to-day work to validly

assess performance

Lack of knowledge about technical dimensions of subordinates

work

Lack of training or appreciation for evaluation process

Perceptual errors by supervisors that create bias or lack of

subjectivity in evaluations


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Perceptual Errors of Raters

Halo effect Rater allows single trait, outcome or consideration to influence

other measures of performance

Stereotyping

Rater makes performance judgments based on employees

personal characteristics rather than employees actual

performance

Recency error

Recent events & behaviors of employee bias raters evaluation

of employees overall performance


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Perceptual Errors of Raters

Central tendency error Evaluator avoids higher & lower ends of rating in favor of placing

all employees at or near middle of scales

Leniency or strictness errors

Evaluators tendency to rate all employees above (leniency) or

below (strictness) actual performance level

Personal biases & organizational politics

Have significant impact on ratings employees receive from

supervisors


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Suleman

Purposes of Performance Management


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Purposes of Performance ManagementSystems

1) Facilitate employee development

Determine specific training & development needs

Assess individual & team strengths & weaknesses

2) Determine appropriate rewards & compensation

Salary, promotion, retention, & bonus decisions

Employees must understand & accept performance feedback

system

3) Enhance employee motivation

Employee acknowledgment & praise reinforces desirable

behaviors & outcomes


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4) Facilitate legal compliance

Documentation is strong defense against charges of

unlawful bias

5) Facilitate HR planning process

Alert organization to deficiencies in overall level &

focus of employee skills


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Other Performance Feedback Systems

Peers:- Only effective when political considerations & consequences are

minimized, & employees have sense of trust.

Feedback from peer can be useful for development purpose.

Subordinates:-

Insights into interpersonal & managerial styles.

Excellent measures of individual leadership capabilities.

Same political problems as peer evaluations.

Customers:-

Feedback most free from bias.


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Other Performance Feedback Systems

Self-evaluations:- Allow employees to participate in critical employment decisions.

Benefits:-

More holistic assessment of performance.

Motivating.

Multi-rater systems or 360-degree feedback systems:-

Can be very time-consuming.

More performance data collected, greater overall facilitation of

assessment & development of employee. Costly to collect & process.

Consistent view of effective performance relative to strategy.


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What to Evaluate?

Traits measures

Assessment of how employee fits with organizations

culture, not what s/he actually does

Behavior-based measures

Focus on what employee does correctly & what

employee should do differently


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Results-based measures

Focus on accomplishments or outcomes that

can be measured objectively

Problems occur when results measures are

difficult to obtain, outside employee control, or

ignore means by which results were obtained


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Limitations

Difficult to obtain results for certain job

responsibilities

Results sometimes beyond employees control

Ignores means or processes

Fails to tap some critical performance areas


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Hassan


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Job Performance Competencies

Closely tied to organizations strategic objectives

Can take tremendous amount of time to

establish

Must be communicated clearly to employeesMust be tied in with organizations reward

structure

Multilevel orporate ompetency


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Multilevel orporate ompetencyModel


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How to Evaluate?

Absolute Measurement Employees are all measured strictly by absolute

performance requirements or standards of their jobs.

Relative Assessment

Employees are measured against other employees

and ranked on their distance from the next higher to

the next lower performing employee.

Ranking allows for comparison of employees butdoes not shed light on the distribution of employee

performance


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Relative assessment of employees can be useful inallowing organization to identify overall top performers.

However , if performance is not normally distributed ,

result can provide misleading data: if all employees are

outstanding performers, some will still be ranked poorly.Conversely , if all employees are deficient in

performance , some will still be ranked as outstanding.

Relative measures can easily facilitate distorted

perceptions of performance when all employees aresuperior or deficient.


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Forced Ranking

Arguments in favor of forced ranking Best way to identify highest-performing employees

Data-driven bases for compensation decisions

Forces managers to make & justify tough decisions

Arguments critical of forced ranking

Can be arbitrary, unfair, & expose organization to

lawsuits

Inherent subjectivity

Forced rankings tend to be more effective in

organizations with high-pressure, results-driven culture


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114


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Measures of Evaluation

Graphic Rating Scales

Weighted Checklists

Behaviorally Anchored

Rating Scales (BARS) Behavioral Observation

Scales (BOS)

Critical Incident Method

Management By Objectives

(MBO)


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Graphic Rating Scales

The Rating Scale is a form on which the managersimply checks off the employees level of

performance.

This is the oldest method and most widely method

used for performance appraisal.

Different supervisors will use the same graphic scales

in slightly different ways.

Behavior based scales, overcome the problem ofGRS.


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Checklists and Weighted Checklists

In this system, a large number of statements thatdescribe a specific job are given.

Each statement has a weight or scale value attached

to it.

While rating an employee the supervisor checks all

those statements that most closely describe the

behavior of the individual under assessment.

The rating sheet is then scored by averaging theweights of all the statements checked by the rater.


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Behaviorally Anchored Rating


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Behaviorally Anchored RatingScales (BARS)

BARS are scales used to rate performance.

It differs from "standard" rating scales in one central

respect, in that it focuses on behaviors that are

determined to be important for completing a job task

or doing the job properly, rather than looking at more

general employee characteristics (e.g. personality,

vague work habits).

BARS are rating scales that add behavioral scaleanchors to traditional rating scales (e.g., graphic

rating scales)


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Behavior Observation Scale

A behavioral observation scale addresses theproblem of inconsistent employee performance by

measuring frequencies along the scale.

This system differs from the behaviorally anchored

rating scale in that rather than describing what the

employee is doing, the questions revolve around how

often they engage in a desired behavior.

Usually the behaviors to be rated are derived from ajob analysis.


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Management By Objectives (MBO)

Enhanced employee motivationEmployees can far more committed to reaching

performance objectives they have agreed to

When employee participates, his/her trust &dependability placed online

Objectives selected must be valid


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Rumman


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FEEDBACK

Feedback is giving specific information about a

person's current behavior in order to help him/her

either continue the behavior or modify the behavior.

Performance Management ystems


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Performance Management ystemsGuidelines

Feedback to employees must be specific rather thangeneral.

Feedback should come only from credible, trustworthy

sources.

Feedback should be provided as soon as possible formaximum benefit.

Performance measures must be based on clear,

measurable goals.

The performance system must involve a dialoguebetween the employee and the manager


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360oFeedback

Self

Evaluation

CustomerEvaluation

ReportsPeer

Evaluation

ManagerEvaluation

Feedback


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360-Degree Feedback

In human resources, 360-degree feedback, also knownas multi-rater feedback, multi source feedback, or

multi source assessment, is feedback that comes

from members of an employee's immediate work

circle.

Most often, 360-degree feedback will include direct

feedback from an employee's subordinates and

supervisor(s), as well as a self-evaluation.

Purposes of 360 Degree feedback


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Purposes of 360 Degree feedbacksystems:

Furthering management and leadership development.Facilitating organizational change and improvement

initiatives that allow the organization to become more

open and participative.

Expand the formal appraisal system by makingfeedback evaluative and linking it more with a

managers or employees formal performance

appraisal.


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Characteristics of Effective Feedback

Feedback is more effective when it is non-personal andfocused on the problem or behavior rather than on

personality traits.

Feedback should be given regularly and promptly(immediately after the event whenever possible).

Feedback is most effective when it is specific rather than

general.


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C l i


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Conclusion

Performance Management System significantlyimpact organizational performance.

There is no one optimal way to design an effective

performance management system.

Any feedback provided to employees should be

specific rather than general.

Credible and trustworthy sources should be used.

Feedback should be provided as soon as possible.

Communication should exist between employees and

managers.


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Questions

Documents

hr feedback