MGT-520: Managing Perform Module 12: Developing Employees through Performance Management

Module 12: IntroductionAttached Files:

Chapter 08.pptx (3.618 MB)

In this module, you will explore personal development plans and the coaching needs that accompany such plans. Personal development is critical to a successful performance management system in that it facilitates improvement in individual performance in the short term and long term, and therefore it influences organizational results.

Examine the components of personal development plans.

Evaluate the role and responsibilities of coaching.

Assess the role of management in facilitating the effective use of performance appraisals and development plans to meet organization strategy.

ReadingsRequired:

Chapter 8 in Performance Management:Performance Management and Employee Development

Impraise. (2021).

1-on-1s for engaged employees: How good managers run them

.

Miller, K. (2021, January 10). Must-have coaching skills for managers and leaders. PositivePsychology.com.

Recommended:

Chapter 8 PowerPoint slides from Performance Management

Module 12: DiscussionThe Future of Performance Appraisal Systems

In recent years, performance appraisal systems have undergone significant changes, and further transformations are expected in the near future. As a human resource consultant for Saudi Arabia Airlines, you have been tasked with providing an executive summary to the CEO and the Board of Directors, outlining the challenges and necessary changes to the current performance appraisal system, as well as discussing the future relevance of performance management in light of remote work and changing employment structures.Address the following points:

Identify the two most significant challenges or errors commonly made in appraisals used today. Consider factors such as subjectivity, lack of feedback, and infrequency of evaluations.

Propose three significant changes that should be made to the current performance appraisal system to make it more timely and relevant. For example, consider the shift from annual appraisals to more frequent evaluations, such as quarterly assessments. Explore the importance of continuous feedback, goal setting in collaboration with employees, and aligning individual and company goals.

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Copyright © 2023 Chicago Business Press
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Part III: Employee and Leadership
Development
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Chapter 8: Performance Management and
Employee Development
Chapter 9: Performance Management Leadership
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Chapter 8
Performance Management and Employee
Development
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Overview
■
■
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Personal Developmental Plans
Direct Supervisor’s Role
Multisource Feedback Systems
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Stakeholders in the Development
Process
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Employees
• Help plan their own development
• Improve their own performance
Managers
• Help guide the process of development
• Support success of process
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Personal Developmental Plans
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Specify actions necessary to improve
performance
Highlight employee’s
• Strengths
• Areas in need of development
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Personal Developmental Plans
Answer…
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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?
Where I am now and where would I like to
be in terms of my career path?
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Personal Development Plans Focus on
Developing Career Competencies:
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Focus on short term and on specific roles and
positions
Focus on the knowledge and skills needed for
long term career aspirations and development
Focus on developing 3 sets of career
competencies:
■ Reflective career competencies
■ Communicative career competencies
■ Behavioral career competencies
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Overview of Benefits of Developmental
Plans:
■
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Improved short-term performance
Improved long-term career path clarity
Greater satisfaction with the performance
management system
Allows organizations to gather information that
can be used for succession planning
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Personal Developmental Plans:
Overview
■
■
■
Developmental Plan Objectives
Content of Developmental Plan
Developmental Activities
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Company Spotlight(1 of 3)
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General Mills uses individual development plans (IDP
s) throughout the company
IDPs are created annually and focus on
competencies and employee career aspirations
Company hosts speakers, providing Web-based
learning tools, and holding workshops
Sessions are tailored to different positions
IDP is kept separate from the annual performance
appraisal to maximize effectiveness
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Overall Developmental Plan Objectives
■
Encourage…
• Continuous learning
• Performance improvement
• Personal growth
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Specific Developmental Plan Objectives
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Improve performance in current job
Sustain performance in current job
Prepare employee for advancement
Enrich employee’s work experience
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Content of Developmental Plan(1 of 3)
1.
2.
Developmental objectives
• New skills or knowledge
• Timeline
How the new skills or knowledge will be
acquired
• Resources
• Strategies
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Content of Developmental Plan(2 of 3)
3.
4.
5.
A time line regarding the acquisition of
new skills or knowledge
Standards and measures used to assess
achievement of objectives
Based on needs of organization and
employee
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Content of Developmental Plan(3 of 2)
5.
6.
Chosen by employee and direct supervisor
Taking into account
• Employee’s learning preferences
• Developmental objective in question
• Organization’s available resources
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Developmental Activities Dependent on:
■
■
■
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Organization’s strategic goals and objectives
Organization’s available resources
Developmental objective in question
Employee’s learning preference
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Summary of list of
Developmental Activities
On-the-job training
Courses
Self-guided studying
Mentoring
Attending a conference or trade show
Mixing with the best
Getting a degree
Job rotation
Temporary assignments
Membership or leadership role in professional, trade, or non
profit organizations
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Direct Supervisor’s Role
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Important role in creation and completion of the
employee’s developmental plan
Good for the supervisor to have their own
development plan
• Helps understand the process from employee’s
perspective
• Anticipate potential roadblocks and defensive
attitudes
• Create a plan in a collaborative fashion
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Specific Role and Five Functions(1 of 2)
1.
2.
3.
Explain what is necessary
Refer employee to appropriate
developmental activities
Review and make suggestions regarding
developmental objectives
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Specific Role and Five Functions(2 of 2)
4.
5.
Check on employee’s progress
Provide motivational reinforcement
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Feedforward Interview
Goals:
• Understand the types of behaviors and
skills that individuals have that allow
them to perform well
• Think about ways to use these behaviors
and skills in other contexts to make
further improvements in the future
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Steps of a Feed forward Interview
1.
2.
3.
Elicit a success story
Uncover the underlying success factors
Extrapolate the past into the future
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Company Spotlight(2 of 3)
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Diageo expects supervisors to play an important
role in developing their direct reports
Career development plan includes: formal review,
goal setting, and regular monthly meetings
Supervisor helps identify specific development
goals aligned with the employee’s career
aspirations
Supervisor also help employees achieve
development goals by ensuring employees receive
training, coursework, etc.
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Multisource (360-Degree) Feedback
Systems(1 of 2)
■
Tools to help employees improve
performance by using performance
information gathered from many sources
• Superiors
• Peers
• Customers
• Subordinates
• The employee
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360-Degree Feedback Systems (2 of 2)
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Anonymous feedback
Most useful when used
• For DEVELOPMENT
• NOT for administrative purposes
Internet used for collecting data
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Necessary Organizational Norms
Include:
■
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Cooperation
Openness and trust
Input and participation
valued
Fairness
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Is the 360-Degree Feedback System
Always Beneficial?
■
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Most effective for individuals who:
• Are high in self-efficacy
• Perceive a need to change
• Believe change is feasible
• Set goals and take action
Less effective for individuals who:
• Are low in self-efficacy
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Overview of 360-Degree Feedback
Systems
■
■
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Advantages of 360-Degree Feedback
Systems
Risks of 360-Degree Feedback Systems
Characteristics of a Good 360-Degree
Feedback System
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Benefits Resulting from a Multisource
Feedback System
Decreased possibility of biases
Increased awareness of expectations
Increased commitment to improve
Improved self-perceptions of performance
Improved performance
Reduced “undiscussables” and defensiveness
Employees enabled to take control of their careers
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Risks of 360-Degree Feedback
Systems
•
•
•
•
•
Unconstructive negative feedback hurts
Are individuals comfortable with the
system? (User acceptance is crucial)
If few raters, anonymity is compromised
Raters may become overloaded.
Stock values may drop
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Characteristics of a Good Multisource
Feedback System
Anonymity
Observation of employee performance
Feedback interpretation
Follow-up
Used for developmental purposes only (at least initially)
Avoidance of rater fatigue
emphasis on behaviours
Raters go beyond ratings
Raters are trained
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Company Spotlight(3 of 3)
■
Netflix has replaced annual performance reviews
with multisource feedback
• 360-degree reviews
• Identify behaviors that their coworkers should
stop, start, or continue.
• Initially collected anonymously through a
software
• Evatually shifted to signed feedback with face-toface reviews
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Quick Review
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Personal Developmental Plans
Direct Supervisor’s Role
360-degree Feedback Systems
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Copyright
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.
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