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L7 - Implementing Performance Management System

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30 views

L7 - Implementing Performance Management System

Uploaded by

Atkia
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Chapter 7

Implementing a
Performance Management
System
 Preparation: Communication, Appeals
Process, Training Programs, And Pilot
Testing
• Some important steps need to be taken
before the performance management
system is implemented.
• Careful attention to these pre-system
implementation steps will help improve the
success of the system.
• These pre-system implementation steps include :
Implementing a
communication gain system
plan and an acceptance
appeals process
Training minimize
errors in
programs for performanc
raters e ratings
revisions /changes
to be made before
Pilot testing the the system is
system actually
implemented.
 Communication Plan
• The main goal of the communication plan is to gain support for the
system.
A good communication plan addresses the following questions:
• What is performance management? What are its general goals?
How have performance management systems been implemented in
other organizations?
• How does performance management fit with the organizational
strategy?
• What are the tangible benefits of the performance management
system for all parties involved?
• How does the system work? What are the various steps in the
process?
• What are the roles and responsibilities of each organizational
member?
• How does performance management relate to other initiatives
and programs such as training, promotion, and compensation?
Including detailed, convincing, and clear answers for each of these
questions is likely to help increase support for the system.
• People have biases in how they take in and process information. Even
though a good communication plan may be in place, these biases may
distort the information presented.
• Biases to take into account are
• Selective exposure,
• Selective perception, and
• Selective retention.
• Selective exposure is a tendency to expose our minds only to
ideas with which we already agree.
• Selective perception is a tendency to perceive a piece of
information as meaning what we would like it to mean even though the
information, as intended by the communicator, may mean the exact
opposite.
• Selective retention is a tendency to remember only those pieces
of information with which we already agree.
A good communication plan includes as many of these features as
possible.
The negative effects of cognitive biases can be minimized by
• involving employees in system design,
• considering employees’ needs in designing and implementing the system,
• delivering the communication plan before negative attitudes are established and
rumors start circulating,
• putting information concerning the system in writing,
• providing facts and consequences and not just facts,
• using multiple channels of communication to present information about the system,
• using credible and powerful communicators, and
• repeating the information frequently.
Appeals process
• In addition to a communication plan, the
establishment of an appeals process helps gain
system acceptance.
• An appeals process allows employees to understand
that, if there is a disagreement regarding
performance ratings or any resulting decisions,
such disagreements can be resolved in an amicable
and non retaliatory way.
• The appeals process begins with an employee filing an appeal with
the HR department, which serves as a mediator between the
employee and her supervisor.
• This is a Level 1 appeal, If the appeal is not resolved, then an outside
and unbiased arbitrator makes a final and binding resolution. This is
a Level 2 appeal. The arbitrator for a Level 2 appeal is usually a panel
that includes peers and managers.
 Training Programs For The Acquisition Of Required
Skills

Training not only provides the performance management system with needed
skills and tools to do a good job implementing it but also helps increase
satisfaction with the system.

• Rater Error Training


• Behavioral Observation Training
• Self-Leadership Training:
Rater Error Training:
• The goal of rater error training (RET) is to make raters aware of what
rating errors they are likely to make and to help them develop
strategies to minimize those errors.
• In rating performance, raters may make intentional or unintentional
errors. Intentional errors take place when raters believe it will be
more beneficial to them to provide distorted instead of accurate
ratings.
• For example, a supervisor may not want to give a low rating to avoid
a possible confrontation with an employee.
Strategies to minimize those errors:
• Motivation is the key to minimize intentional errors.
• In other words, we must demonstrate to the raters that the
benefits of providing accurate ratings outweigh the benefits of
intentionally distorting ratings by inflation, deflation, or central
tendency.
• The communication plan takes care of this by addressing the
“What’s in it for me?” question, including the “What’s in for me
if I provide accurate ratings?” question.
• Frame of reference (FOR) training familiarizes raters with the various
performance dimensions to be assessed.
• The goal is that raters will develop a common FOR in observing and
evaluating performance.
This type of training is most appropriate when performance
measurement focuses on behaviors.
Behavioral Observation Training:
• Behavioral observation (BO) training focuses on how raters observe,
store, recall, and use information about performance.
• For example, this program teaches raters how to use aids such as diaries to
standardize performance observation.
• This type of training is most appropriate when performance
measurement focuses on counting and recording how frequently
certain behaviors and results take place..
Self-Leadership Training:
• Self-leadership (SL) training aims at improving raters’ confidence in
their ability to manage performance.
• SL training includes positive self-talk, mental imagery, and positive
beliefs and thought patterns.
 Pilot Testing
• Pilot testing the system before it is instituted fully is useful because it
allows potential problems and glitches to be discovered and
corrective action to be taken before the system is put in place.
• Pilot testing consists of implementing the entire system, including all
of its components, but only with a select group of people.
• Results are not recorded in employees’ records.
• Instead, the goal is that the people participating in the pilot test
provide feedback on any possible problems and on how to improve
the system.
Cautious
• The group participating in the pilot test needs to understand that the
test will take time and resources.
• A representative group should be selected so that conclusions drawn
from the group can be generalized to the organization as a whole.
• The group should not be regarded as an exception in either a
positive or negative way.
 Ongoing Monitoring And Evaluation

• After the system has been implemented, there should be a


measurement system to evaluate the extent to which it is working
the way it should and producing the results that were expected.
• Such measures include confidential employee surveys assessing
perceptions and attitudes about the system and whether there is
an upward trend in performance scores over time.
• Other measures include
• number of individuals evaluated,
• distribution of performance ratings,
• quality of performance information gathered,
• quality of performance discussion meetings,
• user satisfaction with the system,
• overall cost/benefit ratio, and
• unit- and organization-level performance indicators.
• Taken together, these indicators are a powerful tool that can be used to
demonstrate the value of the performance management system.
 Online Implementation
• Taking advantage of online applications can help speed up processes, lower
cost, and gather and disseminate information faster and more effectively.
• Thus, online implementation of performance management can make a good
system even better.
• On the other hand, systems that are not implemented following best
practices will not necessarily improve by using online components.
• In fact, online implementation may lead to highly undesirable outcomes: a
more complicated system that is simply a big waste of time and resources
for all those involved.
Thank Tou
Thank You

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