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PMS How many supervisors feel their time is well-spent professionally to document and provide proof to support their feedback - all year long? Plus, the most important outputs for the performance appraisal, from each person's job, may not be defined or measurable in your current work system. Make the appraisal system one step harder to manage and tie the employee's salary increase to their numeric rating. If the true goal of the performance appraisal is employee development and organizational im
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  PMS How many supervisors feel their time is well-spent professionally to documentand provide proof to support their feedback - all year long? Plus, the mostimportant outputs for the performance appraisal, from each person's job, maynot be defined or measurable in your current work system. Make the appraisalsystem one step harder to manage and tie the employee's salary increase totheirnumeric rating.If the true goal of the performance appraisal isemployee developmentandorganizational improvement, consider moving to a performance managementsystem. Place the focus on what you really want to create in your organization- performance management and development. As part of that system, you willwant to use this checklist to guide your participation in the PerformanceManagement and Development Process. You can also use this checklist to helpyou in a more traditional performance appraisal process.In a recent Human Resources Forum poll, 16 percent of the people respondinghave no performance appraisal system at all. Supervisory opinions, providedonce a year, are the only appraisal process for 56 percent of respondents.Another 16 percent described their appraisals as based solely on supervisoropinions, but administered more than once a year.If you follow this checklist, I am convinced you will offer a performancemanagement and development system that will significantly improve theappraisal process you currently manage. Staff will feel better aboutparticipating and the performance management system may even positivelyaffect - performance. Preparation and Planning for Performance Management Much work is invested, on the front end, to improve a traditional employeeappraisal process. In fact, managers can feel as if the new process is too timeconsuming. Once the foundation of developmental goals is in place, however,time to administer the system decreases. Each of these steps is taken with theparticipation and cooperation of the employee, for best results. Performance Management and Development in the General Work System ã Define thepurpose of the job, job duties, and responsibilities. ã Define performance goals with measurable outcomes. ã Define the priority of each job responsibility and goal. ã Define performance standards for key components of the job.  ã Hold interim discussions andprovide feedbackabout employeeperformance, preferably daily, summarized and discussed, at least,quarterly. (Provide positive and constructive feedback.) ã Maintain a record of performance through critical incident reports.(Jot notes about contributions or problems throughout the quarter, inan employee file.) ã Provide the opportunity for broader feedback. Use a360 degreeperformance feedback systemthat incorporates feedback from theemployee's peers, customers, and people who may report to him. ã Develop and administer acoaching and improvement planif theemployee is not meeting expectations. Immediate Preparation for the Performance Development Meeting ã Schedule thePerformance Development Planning (PDP) meetingand define pre-work with the staff member to develop theperformance development plan (PDP). ã  The staff member reviews personal performance, documents “self-assessment” comments and gathers needed documentation,including 360 degree feedback results, when available. ã  The supervisor prepares for the PDP meeting by collecting dataincluding work records, reports, and input from others familiar withthe staff person’s work. ã Both examine how the employee is performing against all criteria,and think about areas for potential development. ã Develop a plan for the PDP meeting which includes answers to allquestions on the performance development tool with examples,documentation and so on. The Performance Development Process (PDP) Meeting ã Establish a comfortable, private setting and rapport with the staff person. ã Discuss and agree upon the objective of the meeting, to create aperformance development plan. ã  The staff member discusses the achievements and progress hehas accomplished during the quarter. ã  The staff member identifies ways in which he would like to furtherdevelop his professional performance, including training,assignments, new challenges and so on. ã  The supervisor discusses performance for the quarter andsuggests ways in which the staff member might further develop hisperformance. ã Add the supervisor's thoughts to the employee's selected areas of development and improvement.  ã Discuss areas of agreement and disagreement, and reachconsensus. ã Examine job responsibilities for the coming quarter and in general. ã Agree upon standards for performance for the key jobresponsibilities. ã Set goalsfor the quarter. ã Discuss how the goals support the accomplishment of theorganization's business plan, the department's objectives and so on. ã Agree upon a measurement for each goal. ã Assuming performance is satisfactory, establish a developmentplan with the staff person, that helps him grow professionally in waysimportant to him. ã If performance is less than satisfactory, develop a writtenperformance improvement plan, andschedule more frequentfeedback meetings. Remind the employee of theconsequencesconnected with continued poor performance. ã  The supervisor and employee discuss employee feedback andconstructive suggestions for the supervisor and the department. ã Discuss anything else the supervisor or employee would like todiscuss, hopefully, maintaining the positive and constructiveenvironment established thus far, during the meeting. ã Mutually sign the performance development tool to indicate thediscussion has taken place. ã End the meeting in a positive and supportive manner. Thesupervisor expresses confidence that the employee can accomplishthe plan and that the supervisor is available for support andassistance. ã Set a time-frame for formal follow up, generally quarterly. Following the Performance Development Process Meeting ã If aperformance improvement plan was necessary, follow up atthe designated times. ã Follow up with performance feedback and discussions regularlythroughout the quarter. (An employee should never be surprisedabout the content of feedback at the performance developmentmeeting.) ã  The supervisor needs to keep commitments relative to the agreedupon development plan, including time needed away from the job,payment for courses, agreed upon work assignments and so on. ã  The supervisor needs to act upon the feedback from departmentalmembers and let staff members know what has changed, based upontheir feedback. ã Forward appropriate documentation to the Human Resourcesoffice and retain a copy of the plan for easy access and referral.
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