Human

Resources
Management
Session 6
 Mystery Word
____ ____ ____ ____ ____ ____ ____ ____ ____
 Mystery Word
_A_ _P_ _P_ _R_ _A__ _I_ _S__ _A__ _L_
Performance Management, Appraisals,
and Careers

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 Define the Performance
management process

Learning objectives
Explain the Goal setting models

List Different appraisal methods

List Problems with Performance Appraisal

Explain the way of handling under and high performers

 Basic Concepts of
Performance Management
process
• Performance management
Performance management is an ongoing process for improving
organizational performance by developing employee and teams to get
better results within an agreed framework of planned goals, standards
and competency requirements
• Performance Appraisal
/ review process

– Describe the process

of reviewing how well
employees performed
their tasks during a
stated period of time

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 Why Appraise Performance?
• Base pay, promotion, and retention
decisions and other financial
decisions
• Develop a plan for correcting any
deficiencies or and identifying
performance gaps
• Facilitate career planning and
define training needs and
development plans

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Goal Setting

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 SMART Model

Specific Measurable Achievable Relevant Time-Bound

Is the task What are the start
What is the What are the attainable? related to and end dates?
specific task? standards or strategic direction
one objective parameters? or relevant to the
per line not there must be a division direction
several projects number in your
and free from objective that acts as
vagueness a benchmark (
acceptable
percentage error or
accuracy level)
 Key Performance Indicator ( KPIs)

Measurable expression for the achievement of a desired level of results in an area

relevant to the evaluated entity's activities . Ex: Accuracy % , $ operating cost
•

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Please help us in assessing the below whether they are
SMART or NON SMART Goals

You are a Marketing manager ,you are asked to place set the
goals to a new marketing specialist you came up with the
below
- Prepare different needed reports
- Design the marketing campaigns
- Communicate efficiently with the team
 BHAG Model
Big
Hairy
Audacious
Goal
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 Competencies
Core
Functional /Technical
Leadership
 Ongoing feedback
Ongoing performance monitoring
Coaching
and support
 Who Should Do the Appraising?
The direct Supervisor is usually in the best position to observe and evaluate the
subordinate’s performance, and is responsible for that person’s performance.

Rating Committees consist of multiple raters, typically the employee’s immediate

supervisor and three or four other supervisors.

Self-Ratings tend to be higher than supervisor or peer ratings.

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Appraisal

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Appraisal by Subordinates or upward feedback, is when subordinates
anonymously rate their supervisor’s performance

Peers: –The appraisal of an employee by his/her peers.

–360-Degree Feedback is when ratings are collected from the employee,

the employee’s supervisors, subordinates, peers, and internal or external
customers.
 HR department Role
- Provides advice and assistance regarding the
appraisal tool to use.

- Prepares forms and procedures and insists that

departments use them.

- Responsible for training supervisors to improve

their appraisal skills.

- Responsible for monitoring the system to ensure

that appraisal formats and criteria comply with
laws and are up to date.
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 Performance Appraisal Methods
Alternation Paired
Graphic Rating Ranking Method Comparison
Scale Method
Method

Forced
distribution
MBO Critical Incident
method( Bell
Curve )
 Performance Appraisal Methods

Graphic Rating
Scale Method
Graphic Rating Scale Method
is the simplest and most popular
performance appraisal technique. A scale is
used to list a number of traits and a range of
performance for each, then the employee is
rated by identifying the score that best
describes his/her performance level for
each trait. Managers must decide which job
performance aspects to measure. Some
options include generic dimensions, actual
job duties, or behaviorally recognizable
competencies.
 Performance Appraisal Methods

Alternation
Ranking Method

Human resources Management – Performance Management - Session 6 – Dr. Mariam El Qady

Alternation Ranking Method

Employees are being ranked from best to worst on a particular

trait. One way to do this is to list the highest, then the lowest, then
second highest, second lowest, and so forth until all are ranked.
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 Paired Comparison Method
involves ranking employees
by making a chart of all
possible pairs of
employees for each trait
and indicating which is the
better employee of the pair.
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Performance Appraisal Methods

Forced
distribution
method( Bell
Curve )
 Forced distribution method
( Bell Curve )
Similar to grading on a curve; predetermined percentages of rates
are placed in various performance categories.

Rates:

•2% Outstanding
•14 % Exceed expectations
•68 % Meets expectations
•14 % low-average performers
•2 % unacceptable
 Performance
Appraisal Methods

Critical Incident
Performance Appraisal Methods

Paired
Comparison
Method
• Critical Incident Method

• A supervisor keeps a detailed

record of uncommonly good or
undesirable examples of an
employee’s work-related
behavior, and reviews it with the
employee at predetermined times.
Performance Appraisal
Methods

MBO
 Management by Objectives (MBO) requires
the manager to set specific measurable
goals with each employee and then
periodically discuss his/her progress toward
these goals.

Human resources Management – Performance Management - Session 6 – Dr. Mariam El Qady

 Problems with Performance Appraisal

rating all
- Generalizing one
employees near the
negative /positive gender, race, or age, average or middle
performance feature or Stereotyping
of a scale.
incident to all aspects of
employee performance,
resulting in a
lower/higher rating.
 Soft Appraisals

• The fear of having to hire and train new

With employee
• The unpleasant reaction of the appraisee

• –Employee loses the chance to improve before

• being discharged or forced to change jobs.
Against • –Lawsuits arising from dismissals involving
inaccurate performance appraisals.
 The effective process is a continuous feedback program it must allow the Open
door policy
Performance review meeting
• Ensure Fairness
• Be prepared ( Both manager and employees )
• Give the subordinate enough notice to review his/her work.
• Study his/her job description.
• Listen to employees
• Include self-assessment of employees.
• Choose the right place for the interview and schedule
enough time for it.
• Use feedback techniques such as sandwich techniques
 How to Avoid Appraisal Problems
- Learn and understand the potential problems, and the solutions for
each.
- Use the right appraisal tool. Each tool has its own pros and cons.
- Train supervisors to reduce rating errors such as halo, leniency, and
central tendency.
- Have raters compile positive and negative critical incidents as they
occur.

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 Technology with performance
management process
• Computerized and Web-Based Performance
Appraisal generally enables managers to
keep notes on subordinates during the year,
rate employees on a series of performance
traits, and then generate written text to
support each part of the appraisal.
• All of the following are benefits of using computerized or
Web-based performance appraisal systems EXCEPT .
– merging examples with performance ratings
– helping managers maintain computerized notes
– combining different performance appraisal tools
– enabling managers to monitor employees' computers
Answer: D
 Dealing with High performers
• Promotion

• Recognition

• Salary increase / Incentives

• Succession planning
• Job Enlargement : assigning
workers additional same-level
activities..

Human resources Management – Performance Management - Session 6 – Dr. Mariam El Qady

 Dealing with under-
performers
• Identify and agree the problem through constructive
feedback

• Establish the reasons (ability , skill, attitude ) and agree

on the required action.

• Provide the coaching, training, guidance, or facilities

required to enable agreed actions to happen.

• Take some serious actions ( Demotion , Warning letters ,

end of contract …etc)

! Performance Improvement plan

(PIP)
 Activity time

• Game time – Break-out rooms

1. Model for setting objectives
2. One of the Competencies types
3. Forced distribution system where
we place employees on a curve
4. Feedback Technique
5. Performance bias / problem
6. Witten agreement with low-
performers
7. One of the taken actions for high
performers
 2
L
E

1. Model for setting objectives 1 S M A

D
R T

2. One of Competencies types 3 B E L L C U R V E

3. Forced distribution system where

R
4 S A N D W I C H
we place employees on a curve 5 H O R N

4. Feedback Technique 6
I
P I P 7
5. Performance bias / problem R

6. Witten agreement with low- M

O

performers O

7. One of the taken actions for high T

I
performers O
N
Coaching and Career
Management

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After appraising performance, the
manager typically faces several tasks.
The employee may require coaching,
career advice, and mentoring.
 Career management

• Career management is the process for enabling

employees to better understand and develop their
career skills and interests and to use these skills and
interests most effectively both within the company
and after they leave the firm.

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 career planning
• career planning , the series of activities that
contribute to a person's career exploration,
establishment, success, and fulfillment.
• A training workshop is a specific method for
career planning. A typical workshop includes a
self-assessment, an environmental assessment,
goal-setting, and action-planning .
 Improving Your Coaching
Skills
Coaching means educating, instructing, and training subordinates.
focuses on teaching shorter-term (1- to 5-year plans ) job related
skills, help individual employees identify their development needs
and obtain the training, professional development, and networking
opportunities that they need to satisfy those needs.

Mentoring means advising, counseling, and guiding.

Coaching mentoring on helping employees navigate longer term
career hazards.
 Roles in Career Management

The Employee’s Role

The Employer’s Role —
An individual must accept responsibility for his/her
own career; assess his/her own interests, skills, and
Helping to further an employee’s career
values; and take the steps required to ensure a happy
depends on the length of time the employee
and fulfilling career.
has been with the firm.