Performance Management & Employee Development

 

PERFORMANCE MANAGEMENT AND EMPLOYEE DEVELOPMENT WILSON PRIBADI

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THERESIA SOESILO

 

PERFORMANCE

1

2

3

 

EFFECTIVE PERFORMANCE MANAGEMENT PROCESS MODEL

 

PERFORMANCE MEASURES CRITERIA Congruence

Specificity

Acceptability

Validity

Reliability

 

Contamination and Deficiency of a Job Performance Measure

 

Approaches to Measuring Performance Quality

Comparative

Approaches

Results

Attribute

Behavioral

 

Five Sources of Performance Information 01

02

03

04

05

MANAGERS

PEERS

SUBORDINATES

SELF

CUSTOMERS

 

Ways to Manage Performance

01

Solid Performer

Provide development

02

Misdirect Effort

Focus on Training

03

Underutilizers

04

Deadwood

Focus on interpersonal abilities Managerial Action

 

Steps in Career Management Process

01

02

03

04

SELF-ASSESSMENT

REALITY CHECK 

GOAL SETTING

ACTION PLANNING

MBTI SII

Provided in Performance Appraisal

Short and long term objectives

Written Strategy to achieve career goals

 

Employee Development

Combination of knowledge, skills and behaviors that improve an employee’s ability to meet changes in job requirements, client and customers demands

FOR EMPLOYEES

FOR COMPANY

to help them prepare for the future of their careers

prepares employees to help the organization organizatio n meet its i ts goals

 

Approaches to Employee Development

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ASSESSMENT

JOB EXPERIENCES

Personality tests

Stretch assignments

 Assessment centers

Job enlargement

Performance appraisals

Job rotation

360-Degree feedback

INTERPERSONAL RELATIONSHIP

Transfers, promotions Temporary assignments

Mentoring Coaching

 

CASE STUDY

Do Your Measures Make Employees Mad? Or Motivate Them? Source : https://www.gallup.com/workplace/231659/performance-measuresmotivate-madden-employees.aspx

 

PROBLEM Several problems that occurs 

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Managers using measurements negatively in an attempt to motivate people View annual reviews as the “official opportunity” to discuss about employees’ performance (task -based -based activity) Shift the employee’s mentalities away from improving their performance to causing lack of motivation

 

SUGGESTION

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Managers have to understand how to have effective performance conversations with employee Do the process more frequently (pay attention to each employees communication preferences) Focus on solving problem, not the problem or person (futurefocused and growth-oriented) Employees must understand the benefits and importance of performance measurement

When employee feel their manager truly appreciates their contributions and potential, constructive feedback becomes more powerful

 

Thank You