Manage Performance Management Systems - Assignment Example

PART I: INTRODUCTION A competitive business needs to be able to ensure the attraction, development and retention of productive employees (Dowling & Welch, 2008). Performance management involves setting of joint goals, continuous review of progress, communication, coaching and feedback aimed at improved performance and employee development. A Performance Management System (PMS) consists of employee development and performance appraisal where there is the creation of job descriptions, performance indicators and standards, identification of training and development needs, evaluation of employees and establishment of effective reward systems (Mitchell, 2007). 1.1 Purpose of the Implementation Manual In the implementation stage of the 360 degree feedback, peers and bosses will be expected to offer performance and behavioural feed-back (Lepsinger & Anntoinette, 2009). According to Peacock & Hailstone (2007), this practice has gained much prominence in human resource development and management practices. If implemented well, the feedback system can help in delivering significant returns on investment. This will however require thorough planning and implementation in order to avoid possible pitfalls and this will take place in phases. There are various claimed benefits and this document suggests an implementation plan for the process in the organization. 1.2. Preface to the Manual This manual describes performance management process to be adopted, including a detailed appraisal by use of the 360 degree feedback approach. The programme will be made up of three stages: a) Performance Planning b) Observation and feedback c) Performance Appraisal Fig. a Diagrammatic Summary of the Appraisal Process 1.3. Objectives of the Manual This manual will: i) Identify and clarify policies relating to performance management ii) Explain how each stage of the 360 degree feedback appraisal will be conducted iii) Outline the various powers and responsibilities that stakeholders will have iv) Provide the questionnaire templates for the feedback process The formulation of this implementation plan is guided by information gained from research relating to the best practices in performance management. It recommends cooperate from every quarter in the organization as performance management is essentially evolutionary and occurs slowly. The ultimate expected result will be greater productivity for the company. 1.4. Why Appraisal? • To enable employees to always uphold the company’s vision, mission and core values at all times • To offer guidance on what management expects from each individual • To ensure the facilitation of constructive and regular communication between workers and their supervisors • observe, describe, document and appropriately assess employee performance • To create a framework for pay increases from time to time • To ensure the recognition and motivation of high performers • To facilitate development of key competencies and communicating them so as to ensure that careers are managed well 1.5. Why A 360 Degree Feedback? In the 360 degree approach, the manager will interview employees and their peers. He or she will gauge each employee’s set of technical skills, job performance and acquire a deep feedback regarding the employees’ behaviour. The approach will provide a number of advantages: i) The company can use it to monitor existing weaknesses amongst employees across the organization then come up with training programs to address shared weakness areas either across the organization or within certain departments ii) It is the best in ensuring individual growth as it will help workers see if there are any consistencies in the ways in which different managers view them. iii) Some employees might feel bothered when they think that they have been critiqued unfairly by managers who do not have much regular direct contact with. Getting direct feedback from customers and colleagues helps employees to accept the information’s reality. A 360 Degree Feedback process is good because it is more extensive and comprehensive. It will involve the collection of anonymous and confidential feedback gathered from between eight and twelve people regarding a wide range of competency areas. Its extensiveness will enable the understanding of weaknesses and strengths, and its utility applies to both managers and non-managers in equal measure (Liviu & Delia, 2009). PART II: PERFORMANCE PLANNING The process starts with the review of a position’s classification by the supervisor. He or she will then come up with a range of technical competencies that are necessary for the position and the employee who holds it. The supervisor will then draft some performance expectations or standards to be met during a rating period, and these need to focus on major assignments that support the basic job functions of the employee. Where an employee is new to the system, the manager and supervisor will need to meet them and offer an orientation session on the performance appraisal. The supervisor will need to explain the identified competencies for the Job and outline the performance expectations associated with them. Both the rate and rater will need to arrive at a mutual understanding on the performance expectations, technical competencies and significance of each competency. Competencies are individual characteristics of the employee which facilitate successful performance on the job and attainment of organizational results. They include skills, abilities and knowledge, in addition to other characteristics for instance motivation, values, self-control and initiative. The organization already has some core values foe each level of employee. These will be weighted, especially to a greater extent within lower employee levels. 2.1. Performance Expectations Performance expectations refer to the set which ensure the meeting of necessary performance levels while describing what is required from an employee within a job position in order to achieve the job’s basic expectations. The performance expectations will have to be Specific, Measurable, Achievable, Realistic and Time –bound (Lepsinger & Anntoinette, 2009). 2.2. Goals These refer to the achievements or results towards which employees need to direct their efforts and these are often individualized to specific positions. They are longer term. According to Dowling & Welch (2008), performance Standards refer to the measures of service, production or quality levels needed for the employee to be successful in their position. Both performance standards and goals need to be made consistent with the organizational and departmental objectives. They will have to be stated in terms of production, service and quality. Although there are no specific rules for how many standards are necessary for a job, plans will usually have between three and six. However, it is not every task which an employee does which is significant enough to be regarded as a performance goal or standard. 2.3. The Pitfalls to be avoided in the Setting of Expectations Dwelling on conduct instead of work performance Setting expectations which are too high Coming up with expectations which are based on the employees capabilities Having expectations which can not be measured, observed or verified 2.4. Creating an Individual Development Plan (IDP) An IDP is a document which will be used in the documentation of training or development opportunities which the employee and supervisor consider necessary or helpful in assisting the employee to develop competencies and achieve the stated expectations for a given year. Although classroom training usually comes into mind when thinking of development plans, there are various other opportunities that might be more appropriate in enhancing an employee’s abilities’ knowledge and skills. These include for instance rotation assignments, coaching sessions, webinars and peer mentoring. PART III: OBSERVATION, FOLLOW-UP AND FEEDBACK The 360 degree feedback appraisal system will be uniformly applicable to every employee in the organization, irrespective of rank of department. The HR Department will recommend the carrying out of interim reviews and be in charge of the evaluation of the appraisal tools to be used. a) Each appraisal of employee performance has to adhere to some standards. It should come after a performance planning process which will need to be carried out by a rater or supervisor as early as possible within the rating period. b) Planning sessions will seek to examine the competencies that are required for the position, come up with and clarify the expected performance standards together with and employee and enhance the coaching relationship that needs to be there between raters and employees. The appraisal will have to be forwarded to the HR Department in the form of an approved questionnaire or report then discussed with the employee. c) Appraisal periods will cover the day after the effective date of the previous appraisal up to the date of the current one, except in instances where employees have been newly promoted, demoted or hired, in which case the effective date of such actions will constitute the start of the cycle. Annual appraisals for new employees will extend over 12 months, including the 6-months of probationary appraisal. The whole year is to be considered in the completion of rating. d) Every regular employee will have to be appraised officially at least once yearly. Where an employee happens to be absent at a time when they are supposed to be appraised, the rater will record that the employee was not available and send a copy of the questionnaire to the employee, except in instances where employees are expected to return shortly. Supervisors will exercise discretion with regard to mailing where an employee for instance is seriously sick. Appraisal conferences should be scheduled as soon as the employees come back to work. e) Raters and reviewers will need to discuss and thrash out differences early before they discuss either the feedback process or improvement plans with employees. This will ensure that employees get consistent assessments and communications relating to their performance. Conferences between the evaluators and employees will have three main objectives; i) To ensure the maintenance of accuracy in ratings by encouraging frank exchanges between employees and raters ii) To enhance the understanding of employees with regard to the organizational expectations on performance iii) To offer a consistent chance for employees to express their goals and need fro support from raters Raters will have to give employees adequate time to prepare. This will enable them to privately reflect on the provided information and gather relevant information that will be necessary to be presented to the authorities. There will be the use of a rating scale. These are: a) ‘Below’. This implies that job performance by the employee is unsatisfactory. He or she may be either frequently unwilling or unable to achieve set standards of the department within which they work. Such a rating warrants substantial and immediate improvement. If the rating occurs in main sections of an appraisal, namely performance expectations and competencies, then the overall score for the employee will also be ‘Below’. b) Meets (‘1’). This implies that the performance standards have consistently met or at times even exceeded the necessary ones and also contributes to the overall departmental success. An individual is then generally fully functioning at an appropriate level even if there may still be opportunity for improvement in some aspects. c) Exceeds (‘2’). Here, the employee’s performance is above standards or enables a highly significant contribution to departmental success 3.1. Responsibilities for Individuals in the Process 3.1.1. Raters These will be the immediate supervisors of the employees except where one is not available Will ensure the maintenance of accurate requirements for the employee’s position Will handle the entire performance planning stage for the employee at every rating period Will continuously monitor, counsel and coach the employee to ensure the effective performance of tasks and maintenance of high standards in line with set goals Will identify and arrange for training sessions, while securing the necessary resources Will fill out performance appraisal forms and conduct appraisal meetings with the employees in order to discuss and review the appraisals 3.1.2. Ratees This refers to the people who will be rated, in this case employees i) They will take part in performance planning and carry out the duties assigned in line with specified standards ii) They will ask questions in order to clarify their understanding of various expectations iii) Should seek and attend each training so as to improve on their capabilities iv) Should advise supervisors whenever they do not have adequate resources, knowledge, ability or skills to carry out assigned duties to the standards set by the organization 3.1.3. Reviewers These are usually the supervisors to the raters. They will identify and arrange for the relevant training for raters • They will review alignment of performance standards of the employee to those of the department or organization • Will act as a necessary resource to raters whenever it will be necessary to deal with performance challenges or help in the acquisition of required resources • Will review performance appraisal documents so as to ensure accuracy, both in the narrative content and rating aspects • Will help subordinate supervisors in the calibration of common standard application so as to attain fairness and uniformity • Will offer accurate assessments of performance management by raters within their own appraisals Within any rating period, raters will need to follow up on the contents of earlier appraisals where applicable, and take note of both negative and positive changes that might have occurred. The comparison will be useful for reference and identification of trends. Importantly, performance expectations rather than the ratings from the previous year should be used to determine current ratings. Follow up is necessary in the adoption of performance appraisal as a management tool. Lack of follow up will reduce the process into an annual ritual which will not have tangible effects on employee development and motivation. Follow-up will take the form of interim reviews. It may take the form of coaching, documentation, special recognition, disciplinary action or counseling. To increase the validity of the follow-up process, it is necessary to have some observation by the raters. Raters usually need to get input from customers who deal with the employee so as to be sure that his performance adds up to service expectations. The rates should however whenever possible try to make their own examination of the employee’s performance. Failure to do this might lead to a situation where the employee ends up focusing more on the source of the negative information regarding their performance rather that what needs to be done in order to improve. Raters are responsible for offering timely feedback to employees, both on failures and accomplishments. Whenever the feedback relates to performance plans, greater validity is achieved. Follow-up needs to be consistent and continuous, with most of it being informal, especially through oral coaching. The raters need to consider the behavioral consequences that may affect the employee’s performance. Consequences that are desirable to the employee will tend to be more effective, certain and immediate. The less effective ones are those that are uncertain or delayed. Whenever the performance level of the employee fails to meet expectations, supervisors need to examine the root causes for the deficit. It will be important to establish follow-up dates and show the achievement levels that are required (Mitchell, 2007). The rater should in such instances document the shortcoming between expected performance levels and the actual level of the employee. PART 4: THE PERFORMANCE APPRAISAL The 360 degree feedback system will need to be reviewed once yearly. In its best form, the first review cycle will start off by hiring or deploying employees in positions within which they possess the best skills, knowledge and abilities to work in. this will be followed by the adoption of a new, comprehensive hiring orientation in which departmental objectives and goals together with evaluation procedures for the employees will be addressed. Employees will then be trained and provided with feedback on the extent to which they are achieving set performance goals through employee counseling, coaching and review. The cycle will end after a year, when a 360 degree appraisal will be conducted and formal appraisals will afterwards take place annually. Various departments can come up with stricter requirements relating to the application of developmental 360 degree Rating. There can additionally be Informal Interim Performance Reviews. These can be applied in a) New Employees at 3 and 9 months b) Employees who have been newly promoted after 3 months c) Regular employees at 3 months d) Regular employees at 6 months It may also be optional for: - Regular employees at 3 and 9 months - Employees who have been newly promoted at 9 months 4.1. Probationary Performance Appraisals These need to be conducted before the end of probationary periods for the employees, while ensuring that there is adequate time to conduct appraisal conferences before the actual appraisal date. These can be: i) The 6th and 12th month after appointment to a position or ii) The 6th month after being promoted 4.2. Special Performance Appraisals A special performance appraisal can at times be appropriate and conducted at the reviewer and rater’s discretion. This will normally not change a person’s anniversary at work date or lead to a merit increase. Special appraisals need to be factored into the usual probationary or annual appraisals. Appraisals for individuals who happen to have been reclassified, promoted or transferred from departments will have to be done by the division or department of origin. Where the appraisal seeks to indicate the performance of the employee before transfer, a new supervisor will have to factor in the rating from the special appraisal into the individual’s aggregate rating through giving appropriate weighting to each of the ratings depending on the time spent by the employee within each department. References Dowling, P and Welch, D, 2008, International Human Resource Management: Managing People in a Multinational Context, Thomson/South-Western: Mason Lepsinger, R and Anntoinette, L, 2009, The Art and Science of 360 Degree Feedback, John Wiley & Sons Inc.: New York Liviu, I, Emil, C and Delia, B, 2009, The Use of 360-degree Feedback Method, Economic Science Series, Vol. 18: 4 Mitchell, D, 2007, Performance Management, Kogan Page: London Peacock, T and Hailstone, P, 2007, The 360 Degree Feedback Pocketbook, Management Pocketbooks: Alresford APPENDIX 1 Read More