Effective Communication & Implementing Performance Management System Based on the Module 10 readings, what are the three primary communication areas that a
Effective Communication & Implementing Performance Management System Based on the Module 10 readings, what are the three primary communication areas that a performance management system should address? What are the most effective ways for these areas to be communicated to managers and employees? Why is it important for each employee to understand their role in the performance management system? Explain how a formal communication plan will help facilitate a robust performance management system?Direction: – Be sure to support your statements with logic and argument.- citing any sources referenced. – APA style academic writing – 6-8 paragraphs include introduction – body – conclusion Chapter 7
Implementing a
Performance
Management System
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Overview
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Preparation
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
Online Implementation
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Preparation
?
Need to gain system buy-in through:
Communication plan regarding
performance management system
?
Including appeals process
Training programs for raters
Pilot testing system
?
Ongoing monitoring and evaluation
to show benefits
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Communication Plan Answers:
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What is Performance Management
(PM)?
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How does PM fit into our strategy?
?
Whats in it for me?
?
How does it work?
?
?
What are our roles and
responsibilities?
How does PM relate to other
initiatives?
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Cognitive Biases That Affect
Communications Effectiveness
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Selective exposure
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Selective perception
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Selective retention
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To Minimize Effects of Cognitive
Biases:
A. Consider employees
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Involve employees in system design
?
Show how employee needs are met
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To Minimize Effects of Cognitive
Biases (Continued):
B. Emphasize the positive
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Use credible communicators
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Strike firstcreate positive attitude
?
Provide facts and consequences
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To Minimize Effects of Cognitive
Biases (Continued):
C. Repeat, document, be consistent
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Put it in writing
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Use multiple channels of communication
?
Say it, and then say it again
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Appeals Process
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Promote employee buy-in to PM
system
Amicable/Nonretaliatory
Resolution of disagreements
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Increases perception of the
systems fairness
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Appeals Process
(continued)
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Employees can question two types of
issues:
Judgmental
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Validity of evaluation
Administrative
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Whether policies and procedures were
followed
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Recommended Appeals Process
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Level 1
HR reviews facts, policies, and
procedures
HR reports to supervisor/employee
HR attempts to negotiate a settlement
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Level 2
Arbitrator (panel of peers and
managers) or
High-level managerfinal decision
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Rater Training Programs
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Content Areas to Include:
Information
Identifying, observing, recording, and evaluating
How to interact with employees
?
Choices of Training Programs to Implement
Rater Error Training
Frame of Reference Training
Behavioral Observation
Self-Leadership Training
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Content
A. Informationhow the system
works
Reasons for implementing the
performance management system
Information
?
The appraisal form
?
System mechanics
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Content
(continued)
B. Identifying, observing, recording,
and evaluating performance
How to identify and rank job activities
How to observe, record, and measure
performance
How to minimize rating errors
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Content
(continued)
C. How to interact with employees
when they receive performance
information
How to conduct an appraisal
interview
How to train, counsel, and coach
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Choices of Training Programs
?
?
?
?
Rater Error Training (RET)
Frame of Reference Training
(FOR)
Behavioral Observation Training
(BO)
Self-Leadership Training (SL)
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Rater Error Training (RET)
?
Goals of RET
Make raters aware of types of rating
errors they are likely to make
Help raters minimize errors
Increase rating accuracy
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Intentional Rating Errors
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Leniency (inflation)
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Severity (deflation)
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Central tendency
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Unintentional Rating Errors
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Similar to Me
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Stereotype
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Halo
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Negativity
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Primacy
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Recency
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Spillover
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Attribution
?
?
First
Impression
Contrast
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Possible Solutions for
Types of Rating Errors
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Intentional
Focus on motivation
Demonstrate benefits of providing
accurate ratings
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Unintentional
Alert raters to different errors and
their causes
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Frame of Reference Training
(FOR)
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Goal of FOR*
Raters develop common frame of reference
?
?
Observing performance
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Evaluating performance
Expected results of FOR
Raters provide consistent, more accurate ratings
Raters help employees design effective
development plans
*Most appropriate when PM appraisal system focuses on behaviors
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Behavioral Observation Training (BO)
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Goals of BO
Minimize unintentional rating errors
Improve rater skills by focusing on how
raters:
?
Observe performance
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Store information about performance
?
Recall information about performance
?
Use information about performance
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Self-Leadership Training (SL)
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Goals of SL
Improve raters confidence in ability to
manage performance
Enhance mental processes
Increase self-efficacy
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Pilot Testing
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Pilot testing is done before the
system is implemented.
Provides ability to:
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Discover potential problems
?
Fix them
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Pilot TestingBenefits
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Gain information from potential participants
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Learn about difficulties/obstacles
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Collect recommendations on how to improve
system
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Understand personal reactions
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Get early buy-in from some participants
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Get higher rate of acceptance
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Implementing a Pilot Test
?
Roll out test version with sample group
Staff and jobs generalizable to the
organization
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Fully implement planned system
All participants keep records of issues
encountered
Do not record appraisal scores
Collect input from all participants
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Ongoing Monitoring and Evaluation
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When system is implemented, decide:
How to evaluate system effectiveness
How to measure implementation
How to measure results
?
Evaluation data to collect:
Reactions to the system
Assessments of operational and technical
requirements
Effectiveness of performance ratings
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Indicators to Consider
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Number of individuals evaluated
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Distribution of performance ratings
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Quality of information
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Quality of follow-up actions
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Quality of performance discussion meetings
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System satisfaction
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Cost-benefit ratio or return on investment (ROI)
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Unit-level and organization-level performance
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Online Implementation
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Online tools to facilitate implementation
E-mails
Electronic newsletters
Web sites
Appeal filing
Training programs
Pop-up reminders
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Online ImplementationAdvantages
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Automation
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Speed up processes
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Lower cost
?
?
?
Gather and disseminate information faster
and more effectively
System can be linked to other HR functions
Easier to monitor unit-level and
organizational-level trends over time
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Online ImplementationLimitations
?
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PM systems that are not implemented
following best practices will not
necessarily improve from the use of
online components.
In fact, online implementation may create
a more complicated system that is a big
waste of time and resources for all
involved.
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Quick Review
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Preparation
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Communication Plan
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Appeals Process
?
Training Programs
?
Pilot Testing
?
Ongoing Monitoring and Evaluation
?
Online Implementation
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All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.
Copyright © 2013 Pearson Education, Inc.
publishing as Prentice Hall
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