Talent Strategy and Management - Performance Management Flashcards
What does proper management of individual and team performance leads to?
Better engagement, retention, and org success
What are 2 goals for a performance management process?
- Meet the needs of the org and employees
- Integrated into other talent management processes and programs
What are 6 examples of performance management tools?
- Rating scales
- Management by objectives (MBO)
- Narratives
- Comparisons
- Checklists
- 360-degree feedback
Orgs may have different performance management tools for different ______.
Roles
What are 3 types of rating scales that can indicate an employee’s performance level?
- critical incidents: lists specific behaviors/examples that separate effective and ineffective performance (work sampling)
- graphic rating scales: list different factors used to rate performance on an incremental scale, such as job knowledge, work quality, and competencies
- BARS (behaviorally anchored rating scales): combines critical incidents and graphic rating scale approaches
What is Management by Objectives as a performance management tool?
a flowdown of top-level organizational goals that specify the tasks, deadlines, measures of success, and so forth.
The goals typically include what will be accomplished in very specific terms and how (what competencies are exhibited).
What are narratives as a performance management tool?
Narratives assess an employee’s strengths, development needs, past performance, potential performance, and recommendations for improvement.
What are comparisons as a performance management tool?
Comparisons look at one employee’s performance with that of one or more others.
What are checklists as a performance management tool?
Checklists are either simple or weighted and use performance elements.
What is 360-degree feedback as a performance management tool?
allows an employee to receive anonymous feedback on performance from peers, direct reports, and supervisors, and compares the feedback to a self-assessment
What are the challenges/problems in today’s performance management systems? (3)
- Have become a “check-the-box” administrative activity
- tends to be used for multiple purposes, such as determining compensation actions, providing feedback on performance, and identifying potential succession candidates. This can lead to confusion and devalue the main objective of managing and enhancing an employee’s performance.
- the tools used for performance reviews are not always suited to the role - for example, routine jobs may not lend themselves to MBO approach. Force-fitting tools can lead to ineffectiveness.
What are some new approaches to performance management?
- removing ratings and rankings, which provides a better opportunity for a focused discussion on performance without the concern of making compensation decisions from one data point
- many orgs shifting from once-a-year to more frequent conversations; employees expect/desire feedback more than once a year and continuous feedback makes it easier to adjust performance in real time
Who should be held accountable for successful implementation of performance management?
Managers
What should be done at the beginning of the performance period? (2)
- Clarify responsibilities and expectations of the role.
- Establish accountability for goals, standards, and expectations.
What should be done during the performance period? (5)
- Provide learning opportunities and build capabilities.
- Develop action plans for development and skill enhancement.
- Review progress.
- Provide coaching and feedback.
- Take corrective action when necessary.
