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

2. 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:
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)

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

4. Why we need performance management?

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

6. Annual cycle of performance management
NEWCOMER

7. Actors / Roles in PMS
Employee
Manager HR
All others

8. 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

9. 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

10. 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!

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

12. 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

13. 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.

14. Thank you for your attention