Human Resources Management OBHR E-100 Before we begin: Quick review of assignments and grading

Human Resources Management OBHR E-100 Performance Management Tell us about an interesting performance management experience you’ve had.

Top 10 Performance Frustrations (Yankevolitch Partners) No periodic reviews Lack of opportunity for employee involvement Performance not evaluated fairly or consistently Inconsistent or biased ratings Appraisals not done on time Focus on the negative and petty Full rating scale not used; forced rankings No follow-up on things discussed & agreed Lack of management commitment Requires too much time from management

Performance Management Performance Appraisal Individual employee value Define performance expectations Empower employees Measuring performance Feedback & coaching Organizational Value Organizational/individual performance Training & development plans Compensation programs and practices Succession planning

Table 10.1 Multiple Organizational Uses for Performance Appraisal Information

Performance Management & Appraisal Types of Systems Graphic rating scales including behaviorally anchored rating scales (BARS) Forced distribution Weighted checklists Behavioral Observation Scales (BOS) Management by objectives SMART (specific, measurable, achievable, realistic, time-bound) 360’ feedback

Performance Management Performance Appraisal (cont) Common Errors Avoidance – leniency Extremism – severity Central tendency Recent Behavior Bias Halo errors Intentional errors Forms of Measure Skills/Competencies/Behaviors Outcomes Productivity measures Sales Work related data – i.e. attendance, safety record, etc. Business unit performance

Performance Management The Performance/Expectation Gap Describe Unproductive Behavior Observable Data Timely conversation Be direct, specific Describe impact of unproductive behavior on others and/or consequences to the system, and seek understanding. Both manager and employee should generate consequences of unproductive behavior Discuss reasons why performance is a problem; seek understanding of problem or situation. GAP Describe desired productive behavior & action steps to improve Observable Specific Both manager and employee should generate possible action steps to solve problem Describe follow-up and consequences to the employee if there is not a change in the unproductive behavior and gain employee agreement: buy-in Explain possible, not necessarily certain, consequences. Remember, the goal is to 1) solve the problem and 2) maintain the relationship SOLVE THE PROBLEM 5 MAINTAIN THE RELATIONSHIP

Performance Management Legal Considerations Legal Challenges: Discrimination – Protected Classifications Race – EEOC/MCAD Age – ADEA Gender – Title VII, MGL 150 Disability – ADA Religious Affiliation – Title VII Defamation of Character Untruthful vs. truthful statements Intent to cause harm ‘Need to know’ status Wrongful Discharge Employment-at-Will Doctrine vs. Contract employment Codified Due Process – contracts & policy manuals Constructive Discharge Intolerable treatment leading to ‘voluntary’ quit Harassment of the employee Isolation/exclusion of the employee Retaliation Selective loss of rank/privilege/accommodation/benefits

Alignment Model Your Organizational Priorities Your Major Areas of Responsibility and Individual Priorities Mission Values Departmental Priorities Knowledge, Skills and Behaviors Performance Development Process UNIT OR DEPARTMENT Organizational Goals PERSONAL “What” “How”

Performance Competencies Applications Used as selection criteria for hiring and promoting managers Used as measures of performance to assess qualitative aspects of management effectiveness Used to design professional growth and development plans

Sample Competency ‘Building Trust’ Title: Building Trust General Definition: Interacting with others in a way that gives them confidence in one’s intentions and those of the organization Key Actions: Operates with Integrity: Demonstrates honesty’ keeps commitments; behaves in a consistent manner Discloses Own Position: Shares thoughts, feelings, and rationale so that others understand personal positions and views Remains open to Ideas: Listens to others and objectively considers others’ ideas and opinion, even when they conflict with ones’ own. Supports Others: Treats people with dignity, respect, and fairness; gives proper credit to others; supports others and their ideas even in the face of resistance or challenge. Representative Job Activities Adheres to corporate policies Honors confidentiality Participates in confidential business meetings or discussions Keeps promises and commitments Encourages new and innovative thinking by allowing people to learn from their mistakes

Sample Competency Inventory Executive Level Aligning Performance with Success Building a Successful Work Unit Building Partnering Relationships Building Trust Coaching Communication Empowerment/Delegation Executive Disposition Gaining Commitment Initiating Action Innovation Leading through vision and values Managing the job Strategic decision making Technical/professional knowledge Valuing diversity Mid-management level Adaptability Building effective working relationships Building customer satisfaction Coaching Communication Continuous improvement Decision making Delegating responsibility Facilitating change Gaining commitment Initiating action Innovation Managing conflict Planning and organizing Service focus Technical/professional knowledge Valuing diversity Work standards

The Performance Cycle »Major Areas of Responsibility »Individual Priorities »Knowledge, Skills and Behaviors »Development plan »Reaching agreement »End-of-cycle review »Continuous progress and development »Ongoing Feedback »Coaching »Interim reviews

Rob Parson at Morgan Stanley Who would promote Rob to Managing Director? Who would NOT promote Rob to Managing Director?