HR SERIES: 006 PERFORMANCE APPRAISAL AND GOAL SETTING Presenter: Rhoda Serem Email: info@achrp.org
Sessions Learning Objectives Adopt a holistic and positive mindset towards performance management. Align objectives of organization to those of self and team members Set SMARTER goals. Use competencies to manage employee performance and formulation of team competence matrix. Apply an effective appraisal system. Maximize staff's potential and engage in career planning
Performance Appraisal Performance Appraisal (PA) is a method by which the job performance of an employee is documented and evaluated. PA is a process of determining and communicating to an employee how he/ she is performing the job and ideally the improvement plan. It s evaluating work related behaviours and potentials of an employee
Objectives of Performance Appraisal Opportunity to regularly discuss results Supervisor Identifies Strengths and Weaknesses Fair and equitable salary adjustment Promotion recommendations
Uses of Appraisal Information Compensation Job Performance Improvements Feedback to Subordinates Documentation for Decisions Goal Setting - Later Evaluation Promotion Decisions Identify Training Needs HR Planning
Who Performs the Appraisal? Raters Supervisor Self Appraisal Peers Who Evaluate? Outside rater (Customer, Supplier etc Subordin ates
Performance Appraisal Process 1. Establish clear & precise objectives 2. Discuss and agree on performance measures or standards 3. Implement action plans 4. Appraise performance against set goals and standards 5. Determine the variance and provide feedback i.e. reward or corrective actions 6 Establish New objectives for the future
Performance Appraisal Methods Written Essay Critical incidence Graphical rating Checklist Forced choice rating Ranking method( Alternation, paired comparison, forced distribution) Behavioural Anchored Rating Scale (BARS) Multi-rater assessment/ 360 degrees feedback Management by Objectives/Goal Setting
Graphic Rating Performance Appraisal Methods
Management by Objectives Management By Objective (MBO) Philosophy of management that rates performance on the basis of employee achievement of goals set.
Multi-rater/ 360º Appraisal Supervisor Other Superiors Other Superiors Peers Individual Staff Self-Assessment Customers Teams Teams Sub-Ordinates
Types of Rating Errors Leniency Error Halo Error/1 st impression Stereotyping Similarity Error Recency Error Central Tendency Error Inflationary Pressure
Appraisal Training Program i. Explain Objectives ii. Review the Instrument iii. Define the Performance Standards iv. Understand Typical Subjective Errors v. Teach Interviewing Skills
Performance Expectations Quality Quantity Timeliness Effective use of Resources Manner of Performance Method of Performing
Tips on Appraisal Discussion Clearly state the purpose of the meeting Explain the process Outline expectation i.e. future assignments, clear communication, and increased duties Help the staff member feel at ease and receptive Avoid criticism of personality or personal traits Use listening skills to separate facts from opinions- Participative approach Conclude with a summary of the main points of the discussion Inform staff member of the option to respond to the appraisal Have employee sign the appraisal form
Measuring Performance Organization s common goals Measures of organization performance Department-specific goals Measures of department performance Supervisor lists goals and measures for subordinate Subordinate proposes goals and measures for his or her job Final review of subordinate results measured against established or revised goals Joint agreement on subordinate goals and measures Periodic review periods providing feedback on interim results measured against established goals New inputs provided Inappropriate goals eliminated
Solutions to Appraisal Problems Continually document performance Use behaviorally based measures Combine absolute and relative standard Use multiple raters Avoid general prescription to fix performance Rate selectively Minimize potential errors Be proactive and committed to the process Participate in appraisal training
Traditional PM Traditional PM Focus on process not people Formal and event-driven Separate from work 3 5% impact on performance Everyday PM Every Day PM Focus on people not process Informal and ongoing Integrated with work Up to 39% impact on performance
Trends in Managing Performance Annual performance reviews continue to fall out of favour Focus is on Everyday PM/ Continuous PM Personal development is becoming important as a performance goals Coaching, mentoring and support. Employee autonomy PM software tools will be rapidly adopted Decline in performance rating
Goal Setting
Quote Alice: Would you tell me, please, which way I ought to go from here? The Cat: That depends a good deal on where you want to get to Alice: I don t much care where. The Cat: Then it doesn t much matter which way you go. Alice: so long as I get somewhere. The Cat: Oh, you re sure to do that, if only you walk long enough.
r What is a goal? G o a l s g i v e y o u a
Goal Setting Scenario
Example of a Goal I want to construct and complete a four bedroom house in my Eldoret plot by end of 2019- This is very specific and gives the timeframe. Problem Why do people fail to set goals? Why should we set goals?
Goal setting is a Cascading Process Mission Vision Corporate Business Plan Departmental goals/ Objectives Individual goals/ Objectives Individual/ Team objectives must be linked to overall business plans and corporate mission
Do you believe you can achieve? Learn how to dream and keep the dream alive to achieve it. Do you have goals/objectives? Quote: You can have excuses or success but not both Write down a goal you want to achieve Write down the roadblocks What are you going to do With the road block?. If I had 8 hours to chop down a tree, I d spend 6 sharpening my ax Abraham Lincoln
Individual Goals: Get ready to write a long list of the goals you think would be important and worthwhile for you to accomplish. (a dream list handout) Now look at your list and ask the following questions: Career: Financial: Education: Family: Artistic: Attitude: Physical: Pleasure: Public Service:
There are three types of people Ones that make things happen Those that let it happen And the ones that don t know what happened. Which of the 3 are you?
Letter Major Terms Set SMARTER Goals Minor Terms S Specific Significant, stretching, simple M Measurable Meaningful, manageable A Achievable Attainable, actionable, assignable R Realistic Relevant, results oriented, resonant T Time bound Timely, time oriented, time frame, E Evaluate Ethical, ecological oriented, excitable R Reevaluate Revisit, reassess, rewarding, recordable
A Balanced Approach to Goal Setting Communicate the contributing goals and expected results Provide coaching and training for managers Highlight the best plans as examples.
Competency and Competence Matrix Competency is an individual s set of knowledge, skills and abilities/ capabilities (KSA) that leads to effective job performance. Competency is the ability to perform
Team Competence Matrix Competence Dimensions Tracy Winnie Dan Matt Sue Kwop Levy Customer Care Accountability Product knowledge Report writing skills Leadership Key - Meet and exceed performance Requirements met Standards/requirements not met- need training
The GROW Model for Coaching and Mentoring
Q & A Thank You