Performance Management and Performance Management and Employee Development: OverviewEmployee Development: Overview

Personal Developmental Personal Developmental PlansPlans

Direct Supervisor’s RoleDirect Supervisor’s Role 360-degree Feedback 360-degree Feedback

SystemsSystems

Stakeholders in the Development Stakeholders in the Development ProcessProcess

EmployeesEmployees • Help plan their own developmentHelp plan their own development• Improve their own performanceImprove their own performance

ManagersManagers• Help guide the process of Help guide the process of

development development • Support success of processSupport success of process

Personal Personal DevelopmentalDevelopmental Plans Plans

Specify actions necessary to Specify actions necessary to improve performanceimprove performance

Highlight employee’sHighlight employee’s • StrengthsStrengths• Areas in need of developmentAreas in need of development

Personal Developmental Plans Personal Developmental Plans answer:answer:

How can I continuously learn How can I continuously learn and grow in the next year?and grow in the next year?

How can I do better in the How can I do better in the future?future?

How can I avoid performance How can I avoid performance problems of the past?problems of the past?

Personal Developmental Plans:Personal Developmental Plans:OverviewOverview

Developmental Plan Developmental Plan ObjectivesObjectives

Content of Developmental Content of Developmental PlanPlan

Developmental ActivitiesDevelopmental Activities

Overall Developmental Plan Overall Developmental Plan ObjectivesObjectives

Encourage:Encourage:• Continuous learningContinuous learning• Performance improvementPerformance improvement• Personal growthPersonal growth

Specific Developmental Plan Specific Developmental Plan ObjectivesObjectives

Improve performance in current jobImprove performance in current job Sustain performance in current jobSustain performance in current job Prepare employee for advancementPrepare employee for advancement Enrich employee’s work experienceEnrich employee’s work experience

Content of Developmental PlanContent of Developmental Plan

1.1. Developmental objectivesDevelopmental objectives• New skills or knowledgeNew skills or knowledge• TimelineTimeline

2.2. How the new skills or knowledge How the new skills or knowledge will be acquiredwill be acquired

• ResourcesResources• StrategiesStrategies

Content of Developmental PlanContent of Developmental Plan

3.3. Standards and measures used Standards and measures used to assess achievement of to assess achievement of objectivesobjectives

4.4. Based on needs of organization Based on needs of organization and employeeand employee

Content of Developmental Plan Content of Developmental Plan (continued)(continued)

5.5. Chosen by employee and direct Chosen by employee and direct supervisorsupervisor

6.6. Taking into accountTaking into account• Employee’s learning preferencesEmployee’s learning preferences• Developmental objective in Developmental objective in

questionquestion• Organization’s available resourcesOrganization’s available resources

Developmental Activities Developmental Activities ‘On the job’‘On the job’

On-the-job-trainingOn-the-job-training MentoringMentoring Job rotationJob rotation Temporary assignmentsTemporary assignments

Developmental ActivitiesDevelopmental ActivitiesIn addition to ‘on the job’In addition to ‘on the job’

CoursesCourses Self-guided readingSelf-guided reading Getting a degreeGetting a degree Attending a conferenceAttending a conference Membership or leadership Membership or leadership

rolerole

• in professional or trade in professional or trade organizationorganization

Direct Supervisor’s Role:Direct Supervisor’s Role:

Explain what is necessary Explain what is necessary Refer employee to Refer employee to

appropriate developmental appropriate developmental activities activities

Review & make suggestions Review & make suggestions regarding developmental regarding developmental objectivesobjectives

Direct Supervisor’s Role (ongoing):Direct Supervisor’s Role (ongoing):

Check on employee’s Check on employee’s progress progress

Provide motivational Provide motivational reinforcementreinforcement

360-degree Feedback Systems360-degree Feedback SystemsTools to help employees Tools to help employees

improve performanceimprove performance by by using performance using performance informationinformation gathered from gathered from many sourcesmany sources

SuperiorsSuperiors PeersPeers CustomersCustomers SubordinatesSubordinates The employeeThe employee

360-degree Feedback Systems360-degree Feedback Systems

Anonymous feedbackAnonymous feedback Most useful when usedMost useful when used

• For DEVELOPMENT For DEVELOPMENT • NOT for administrative purposesNOT for administrative purposes

Internet used for collecting dataInternet used for collecting data

Necessary organizational norms Necessary organizational norms include:include:

CooperationCooperation Openness and trustOpenness and trust Input and Input and

participation valuedparticipation valued FairnessFairness

Overview of 360-degree Feedback Overview of 360-degree Feedback SystemsSystems

Advantages of 360-degree Advantages of 360-degree Feedback SystemsFeedback Systems

Risks of 360-degree Feedback Risks of 360-degree Feedback SystemsSystems

Characteristics of a Good 360-Characteristics of a Good 360-degree Feedback Systemdegree Feedback System

Advantages of 360-degree Feedback Advantages of 360-degree Feedback SystemsSystems

Decreased possibility of biasesDecreased possibility of biases Increased awareness of Increased awareness of

expectationsexpectations Increased commitment to improveIncreased commitment to improve Improved self-perception of Improved self-perception of

performanceperformance Improved performanceImproved performance Reduction of ‘undiscussables’Reduction of ‘undiscussables’ Increased employee control of their Increased employee control of their

own careersown careers

Risks of 360-degree Feedback Risks of 360-degree Feedback SystemsSystems

• Unconstructive negative feedback Unconstructive negative feedback hurts.hurts.

• Are individuals comfortable with the Are individuals comfortable with the system? (User acceptance is crucial.)system? (User acceptance is crucial.)

• If few raters, anonymity is If few raters, anonymity is compromised.compromised.

• Raters may become overloaded.Raters may become overloaded.• Stock values may drop.Stock values may drop.

Characteristics of a Good 360-degree Characteristics of a Good 360-degree Feedback SystemFeedback System

AnonymityAnonymity Observation of employee Observation of employee

performanceperformance Avoidance of survey fatigueAvoidance of survey fatigue Raters are trainedRaters are trained

Characteristics of a Good 360-degree Characteristics of a Good 360-degree Feedback SystemFeedback System

Used for developmental Used for developmental purposes onlypurposes only

Emphasis on behaviorsEmphasis on behaviors Raters go beyond ratingsRaters go beyond ratings Feedback interpretationFeedback interpretation Follow-upFollow-up

Personal Developmental Personal Developmental PlansPlans

Direct Supervisor’s RoleDirect Supervisor’s Role 360-degree Feedback 360-degree Feedback

SystemsSystems

Quick ReviewQuick Review