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Performance management and employee development: overview
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Personal Developmental Plans
Direct Supervisor’s Role360-degree Feedback
Systems
Prentice Hall, Inc. © 2006
Employees Help plan their own development Improve their own performance
Managers Help guide the process of
development Support success of process
Prentice Hall, Inc. © 2006
Specify actions necessary to improve performance
Highlight employee’s Strengths Areas in need of development
Prentice Hall, Inc. © 2006
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?
Prentice Hall, Inc. © 2006
Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities
Prentice Hall, Inc. © 2006
Encourage: Continuous learning Performance improvement Personal growth
Prentice Hall, Inc. © 2006
Improve performance in current job
Sustain performance in current jobPrepare employee for
advancementEnrich employee’s work
experience
Prentice Hall, Inc. © 2006
Developmental objectives New skills or knowledge Timeline
How the new skills or knowledge will be acquired Resources Strategies
Standards and measures used to assess achievement of objectives
Prentice Hall, Inc. © 2006
Based on needs of organization and employee
Chosen by employee and direct supervisor
Taking into account Employee’s learning preferences Developmental objective in question Organization’s available resources
Prentice Hall, Inc. © 2006
On-the-job-trainingMentoring Job rotationTemporary assignments
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CoursesSelf-guided readingGetting a degreeAttending a conferenceMembership or leadership
role in professional or trade
organization
Prentice Hall, Inc. © 2006
Explain what is necessary Refer employee to
appropriate developmental activities
Review & make suggestions regarding developmental objectives
Prentice Hall, Inc. © 2006
Check on employee’s progress
Provide motivational reinforcement
Prentice Hall, Inc. © 2006
Tools to help employees Improve performance by using
Performance information Gathered from many sources Superiors Peers Customers Subordinates The employee
Prentice Hall, Inc. © 2006
Anonymous feedbackMost useful when used
For DEVELOPMENT NOT for administrative purposes
Internet used for collecting data
Prentice Hall, Inc. © 2006
Prentice Hall, Inc. © 2006
Prentice Hall, Inc. © 2006
Prentice Hall, Inc. © 2006
Prentice Hall, Inc. © 2006
CooperationOpenness and trust Input and
participation valuedFairness
Prentice Hall, Inc. © 2006
Advantages of 360-degree Feedback Systems
Risks of 360-degree Feedback Systems
Characteristics of a Good 360-degree Feedback System
Prentice Hall, Inc. © 2006
Decreased possibility of biases Increased awareness of
expectations Increased commitment to improve Improved self-perception of
performance Improved performanceReduction of ‘undiscussables’ Increased employee control of their
own careers
Prentice Hall, Inc. © 2006
Unconstructive negative feedback hurts.
Are individuals comfortable with the system? User acceptance is crucial.
If few raters, anonymity is compromised.
Raters may become overloaded.
Prentice Hall, Inc. © 2006
Anonymity Observation of
employee performance
Avoidance of survey fatigue
Raters are trained
Used for developmental purposes only
Emphasis on behaviors
Raters go beyond ratings
Feedback interpretation
Follow-up
Prentice Hall, Inc. © 2006