Performance Management

 Performance Management

A second element to focus on is extra-role behavior. These are the behaviors that go beyond the job description. For more information about these, check our employee performance review template article.

Relevant resources

Here at AIHR Digital, we’ve published a lot about performance management already. Below we’ve listed the most relevant articles for you to review.

5 Tips to Ace your Performance Management Process. This article gives five science-based tips on how to ace your performance management. Tips include involving employees, creating a learning culture, performance management systems, and tips for customization.

The Talent Management System in a Nutshell. This article focuses on the performance management system, also referred to as a talent management system. It describes what a talent management system is, why to use one, and how to choose one.

A Guide to the Performance Management Cycle. Performance management has different phases, starting with planning, monitoring, developing, and rating & rewarding. This cycle is key to the performance management process. The article describes this cycle in detail and gives key pointers for continuous performance management. 

Performance Management and Performance Appraisal – Hotel HR Planning & Development

Performance Appraisal management is about getting better results from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competing requirements. It is a process for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way which increases the probability that it will be achieved in the short and long term. It is owned and driven by management.

Features of performance management

• Individual annual performance appraisal

  

• Objective setting and review
• Personal development plans
• Career management and/or succession planning
• Coaching and/or mentoring
• Competence assessment
• Performance related pay
• Self-performance appraisal
• Twice yearly/biannual appraisal
• Continuous assessment
• Subordinate feedback
• Peer performance appraisal
• Competence related pay
• Team performance appraisal
• Contribution related pay
• Team pay

PERFORMANCE APPRAISAL

Performance appraisal is defined as the process of evaluating the performance and assessing the development/training needs of an employee. Performance Appraisal is a process that allows for an individual employee’s overall capabilities and potential to be assessed for the purposes of improving their performance.

Benefits of Performance Appraisal

• To ensure that employees are aware of what is expected of them
• Improve current performances
• Provide feedback
• Increase motivation
• Identify training and development needs
• Identify potential
• Focus on career development and succession planning
• Award salary increases/performance related pay
• Solve job problems
• Set objectives

General performance factors marked during appraisal

• Knowledge, ability and skill on the job.
• Attitude to work, expressed as enthusiasm, commitment and motivation.
• Quality of work on a consistent basis and attention to detail.
• Volume of productive output.
• Interaction, as in communication skills and ability to relate to others in teams.

The Performance Appraisal Form

• Basic personal details, such as name, department, post, length of time in the job;
• Job title;
• Job description;
• A detailed review of the individual’s performance against a set of job related criteria;
• An overall performance rating;
• General comments by the senior manager;
• Comments by the employee;
• Plan for development and action.

On the one hand a ‘good’ and constructive appraisal meeting is one in which:

• Appraisees do most the talking.
• Appraisers listen actively to what they say.
• There is scope for reflection and analysis.
• Performance is analysed and not personality.
• The whole period is reviewed and not just recent or isolated events.
• Achievement is recognized and reinforced.
• Ends positively with agreed action plans.

On the other hand a ‘bad’ appraisal meeting:

• Focuses on a catalogue of failures and omissions.
• Is controlled by the appraiser.
• Ends with disagreement between appraiser and appraisee.

MANAGING POOR PERFORMANCE

There are five basic steps in handling performance problems:

1. Identify the problem through analysing feedback and getting agreement from the employee what the shortfall has been.
2. Establish the reason(s) for the shortfall and avoid crudely attaching blame for problems in the job.
3. Decide and agree on the action required, whether it be things like a change in attitude, behaviour or improvements in certain skills or abilities.
4. Resource the action by providing coaching, training and guidance to ensure that changes can be made.
5. Monitor and provide feedback, which may also include an element of self-management in the learning process.

It is a systematic evaluation of an individual with respect to performance on the job and individuals potential for development. Who are already experienced the word performance appraisal, they knows clearly about it.

Here I will brief about performance appraisal process, objectives, methods and advantages.

Objectives:

• Summary of the goals
• Setting of the goals

Methods:

• Grading
• Forced-choice method
• Check listing
• Cost accounting

Process:

1. Establishing high standard of performance
2. Communicating expectations towards all employees
3. Measuring the real performance
4. Comparing performance with the standareds

Advantages:

• Compensation
• Promotion
• Communication
• Motivation
• Employee development

This is about performance appraisal. It is mandatory for every employee and employer for the growth.

What is Performance Appraisal?

An appraisal can also be defined as performance appraisal review. It is not similar to that of your day to day activities with your supervisor/boss.

Preparation tips for Performance Appraisal are

• Collect information from resources
• Build a list of accomplishments and development goals that are assigned to you.
• Prepare a number of questions to be asked
• Take enough time before your performance discussion.

Performance Appraisal Tips :

• Involve others in your answer
• Handling fault or issues
• Speak about your goals
• Extra work which is assigned
• Give Fair answers
• Be always positive
• Talk about your performance till now
• Implemented thoughts
• Focus on necessary skills and details which are required
• About skills and talent
• About facing a conflict
• Attitude as solution
• Practice your answers before answering them
• Plan and implement
• Speaking about success
• Planning along with main features

Advantages of performance appraisals:

· They provide a document of employee performance over a specific period of time.

· They provide a structure where a manager can meet and discuss performance with an employee.

· They allow a manager the opportunity to provide the employee with feedback about their performance and discuss how well the employee goals were accomplished.

· They provide a structured process for an employee to clarify expectations and discuss issues with their manager.

· They provide a structure for thinking through and planning the upcoming year and developing employee goals.

· They can motivate employees if supported by a good merit increase and compensation system.

Disadvantages of performance appraisals:

· If not done right, they can create a negative experience.

· Performance appraisals are very time consuming and can be overwhelming to managers with many employees.

· They are based on human assessment and are subject to rater errors and biases.

· Can be a waste of time if not done appropriately.

· They can create a very stressful environment for everyone involved.

The Performance Appraisal is the assessment of the employee’s job performance against the benchmark previously set for the categories such as output, leadership, teamwork, versatility, supervision, etc.

1. Management by Objectives: This concept was given by Peter.F.Drucker, according to him, the performance of an employee can be assessed on the basis of the targets achieved by him as set by the management of an organization.Firstly, the management sets the goals and communicate the same to the employees, and then the performance of an employee is compared against these set goals and is evaluated on this http://basis.In case the employee is not able to achieve the pre-established goals, then management decides on a new strategy or policy that should be undertaken for the accomplishment of unattainable goals.
2. Psychological Appraisals: This is one of the most frequently used modern methods of performance appraisal, wherein the psychologist assesses the employee’s potential for the future performance rather than the past one. Under this method, the psychologist conducts the in-depth interviews, psychological tests, discussions with the supervisors and the reviews of other evaluations.This assessment is done to determine the intellectual, emotional, motivational and other related characteristics of an employee that is necessary to predict his potential for the future performance.
3. Assessment Centres: The assessment center is the central location where the managers come and perform the job exercises. Here the assessee is requested to participate in in-basket exercises, role playing, discussions, computer simulations, etc. Where they are evaluated in term of their persuasive ability, communication skills, confidence, sensitivity to the feelings of others, mental alertness, administrative ability, etc.
4. 360-Degree Feedback: It is a feedback method wherein the details of an employee’s performance is gathered from other stakeholders such as superiors, peers, team members and self. In this method, the employee is asked about himself, i.e. what he feels about his performance, and then accordingly he can realize his strengths and weaknesses.Also, the peers or team members are asked about assessee’s performance through which the employee knows about what others feel about him and can overcome his disbeliefs if any. Thus, this method is used to have a detailed evaluation of an employee from all the perspectives.

1. Aligned goals. Goals can be competencies (e.g., communication skills) and/or objectives (e.g., number of deals closed). Make sure your employees have a clear idea of what their goals are - and of course, these should be aligned with the organizational objectives.
2. Constructive. Feedback is a double-edged sword. Your managers and employees need to understand how to provide and received feedback. There are real ways to provide feedback that works - behavior-based, effort-based, and forward-looking. Take a look at this short video of me talking about it.
3. Objective. While it’s impossible to get to the “truth”, employees want to have a process that at least tries to calibrate for biases.
4. Continuous/real-time. Once a year feedback (or even quarterly feedback in my opinion) does not work. Enable more frequent feedback between managers and employees. It will be a bit awkward at first, but seriously, it pays off big time in employee development and retention.
5. 360. Implement this as soon as possible. Enough said.