Performance management HR COURSES October 14, 2013 Silvia Jelenikova, Dell

PRE-READING MATERIALS: 2 questions: What are the rules/hints for GIVING as well as RECEIVING feedback, name at least 3 for each. Name the traits of best PMS and also name some mistakes in performance appraisals (at least 3) PRE-READING MATERIALS: http://ezinearticles.com/?Five-Feedback-Rules-for-Great-Coaching&id=136815 http://www.mindtools.com/pages/article/newTMM_98.htm http://www.belmont.edu/hr/pmp/TipsforPerformanceEvaluations.html ENTRY QUIZ: 2 questions: What are the rules/hints for GIVING as well as RECEIVING feedback, name at least 3 for each. Name the traits of best PMS and also name some mistakes in performance appraisals (at least 3)

Agenda / Goals for today. - understand PMS (roles,. process…) Agenda / Goals for today - understand PMS (roles, process…) - understand HR role in it - learn the art of feedback - practice during exercises

Why we need performance management?

PMS central link to other people-related processes Entry Management Training & Development Rewards & Recognitions Exit Management

Annual cycle of performance management NEWCOMER

Actors / Roles in PMS Employee Manager HR All others

Dell Strategy & Business Goals Annual cycle in Dell Performance Management Cycle On-going feedback/communication/coaching, training and on-the-job development Results Q1 Performance Planning Q3 Mid-Year Review Q4/Q1 Year End Review Pay Dell Strategy & Business Goals

PMS – what we evaluate in Dell HOW Superior customer experience Understands connection between own work and customer satisfaction and acts accordingly Teamwork in support of winning culture Supports others, positive attitude, direct, promotes teamwork Winning with integrity Trusted, admits mistakes, puts team ahead of personal achievement Effective leadership Effectively builds, motivates and increases performance level of team Individual goals Executes all aspects of job, produces high-quality work in line with key business goals

Performance evaluation in Dell – disciplinary actions Informal Stages Formal Stages Feedback to employee from Mgr. Manager 1:1 Performance Performance Improvement Plan Verbal Warning 1st written Warning 2nd written Warning Dismissal 4 weeks 2 – 4 weeks Regularly, on 1:1 meetings Feedback to Employee Formal meetings In case of long term unsatisfactory employee results Always in written form, and 3 copies Performance Improvement Plan Used for less serious breaches of job discipline. Send confirmation to employee with copy on HRG Verbal Warning After PIP finished unsuccessfully or serious breach of labor discipline – Always with HRG Written Warning Only in exceptional cases, employee needs to be warned more times – Always with HR!

Feedback Why we need feedback? Feedback rules Feedback as a gift Feedback as a tool Role play exercise

Performance evaluation - monitoring & appraisal On-going coaching & feedback is key Regular – Mid-year / Annual appraisal Feedback giving & receiving Mistakes Role play 2 volunteers to play all others to watch and feedback

Dell’s specific approach in PMS – rating scale “What” Results ”How” Behaviors Individuals who consistently exceeded all expectations and objectives compared to peers. Individuals who met all and exceeded most objectives and expectations compared to peers. Individuals who met and exceeded some of their objectives and expectations compared to peers. Individuals who met some expectations and objectives compared to peers. Individuals who did not meet expectations and objectives compared to peers and whose performance level is at an unacceptable level. Individuals who consistently demonstrate the highest behavioral standards in all competencies of the Leadership Model, and who exemplify Dell’s purpose and values. Individuals who consistently demonstrate high behavioral standards in all competencies of the Leadership Model and in living Dell’s purpose and values Individuals who demonstrate adherence to standards in most competencies of the Leadership Model and in how they live Dell’s purpose and values Individuals who demonstrate gaps in competencies of the Leadership Model and/or in how they live Dell’s purpose and values. Individuals who consistently demonstrate a strong need for improvement for behavioral standards in most competencies of the Leadership Model and who do not live Dell’s purpose and values Rating Best Great Good Mixed Unsatisfactory Rewards Recognition and rewards at the highest level reward based on market practice and company performance. Recognition and rewards at the higher end of the range, based on market practice and company performance. Competitive recognition and rewards based on market practice and company performance. May or may not receive recognition and rewards and may be subject to developmental interventions. May likely not receive recognition and rewards and may be subject to corrective or disciplinary intervention.

Thank you for your attention