Performance management and employee development: overview

1. Personal Developmental Plans
Direct Supervisor’s Role
360-degree Feedback Systems
Prentice Hall, Inc. © 2006

2. 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

3. Specify actions necessary to
improve performance
Highlight employee’s
 Strengths
 Areas in need of development
Prentice Hall, Inc. © 2006

4. 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

5. Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities
Prentice Hall, Inc. © 2006

6. Encourage:
 Continuous learning
 Performance improvement
 Personal growth
Prentice Hall, Inc. © 2006

7. Improve performance in current job
Sustain performance in current job
Prepare employee for advancement
Enrich employee’s work experience
Prentice Hall, Inc. © 2006

8.  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

9.  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

10.  On-the-job-training
 Mentoring
 Job rotation
 Temporary assignments
Prentice Hall, Inc. © 2006

11.  Courses
 Self-guided reading
 Getting a degree
 Attending a conference
 Membership or leadership role
 in professional or trade
organization
Prentice Hall, Inc. © 2006

12. Explain what is necessary
Refer employee to appropriate
developmental activities
Review & make suggestions
regarding developmental
objectives
Prentice Hall, Inc. © 2006

13. Check on employee’s progress
Provide motivational
reinforcement
Prentice Hall, Inc. © 2006

14. Tools to help employees
 Improve performance by using Performance
information Gathered from many sources
 Superiors
 Peers
 Customers
 Subordinates
 The employee
Prentice Hall, Inc. © 2006

15.  Anonymous feedback
 Most useful when used
 For DEVELOPMENT
 NOT for administrative purposes
 Internet used for collecting data
Prentice Hall, Inc. © 2006

16. Prentice Hall, Inc. © 2006

17. Prentice Hall, Inc. © 2006

18. Prentice Hall, Inc. © 2006

19. Prentice Hall, Inc. © 2006

20.  Cooperation
 Openness and trust
 Input and participation
valued
 Fairness
Prentice Hall, Inc. © 2006

21.  Advantages of 360-degree Feedback
Systems
 Risks of 360-degree Feedback Systems
 Characteristics of a Good 360-degree
Feedback System
Prentice Hall, Inc. © 2006

22.  Decreased possibility of biases
 Increased awareness of expectations
 Increased commitment to improve
 Improved self-perception of performance
 Improved performance
 Reduction of ‘undiscussables’
 Increased employee control of their own
careers
Prentice Hall, Inc. © 2006

23.  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

24.  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