![Welcome
to
Managing
The
Appraisal
Interview
Dyah Pramanik,
MM
HUMAN
RESOURCES
MANAGEMENT
Managing
The
Appraisal
Interview
Dyah Pramanik,
MM
[ ]
Copyright © 2011 PearsonEducation, Inc.
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Topic5 3 c_managing_the_appraisal_interview-rev
- 1. Welcome to Managing The Appraisal Interview Dyah Pramanik, MM HUMAN RESOURCES MANAGEMENT Managing The Appraisal Interview Dyah Pramanik, MM [ ] Copyright © 2011 PearsonEducation, Inc. publishing as Prentice Hall
- 2. 8–2 PPT 5_3_c HUMAN RESOURCES MANAGEMENT: Managing The Appraisal Interview
- 3. 8–3 LEARNING OUTCOMES 1. Perform an effective appraisal interview
- 4. 9–4 The Appraisal Interview Satisfactory—Promotable Satisfactory—Not Promotable Unsatisfactory—Correctable Unsatisfactory—Uncorrectable Types of Appraisal Interviews
- 5. FIGURE 9–12 Sample Employee Development Plan
- 6. 9–6 Appraisal Interview Guidelines Talk in terms of objective work data Get agreement Don’t get personal Encourage the person to talk Guidelines for Conducting an Interview
- 7. 9–7 FIGURE 9–13 Checklist During Appraisal Interview
- 8. 9–8 Handling Defensive Responses 1 Recognize your own limitations. Never attack a person’s defenses. How to Handle a Defensive Subordinate Recognize that defensive behavior is normal. Postpone action. 2 3 4
- 9. 9–9 How to Deliver Criticism 1 2 3 4 5 How to Criticize a Subordinate Criticize in private, and do it constructively. Do it in a manner that lets the person maintain his or her dignity and sense of worth. Give daily feedback so that the review has no surprises. Never say the person is “always” wrong. Criticism should be objective and free of biases.
- 10. 9–10 Formal Written Warnings Purposes of a Written Warning • To shake your employee out of bad habits. • To help you defend your rating, both to your own boss and (if needed) to the courts. A Written Warning Should: • Identify standards by which employee is judged. • Make clear that employee was aware of the standard. • Specify deficiencies relative to the standard. • Indicate employee’s prior opportunity for correction.
- 11. 9–11 Performance Management Performance Management • Is the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with the organization’s goals. How Performance Management Differs From Performance Appraisal • A continuous process for continuous improvement • A strong linkage of individual and team goals to strategic goals • A constant reevaluation and modification of work processes
- 12. 9–12 Basic Building Blocks of Performance Management Direction sharing Goal alignment Ongoing performance monitoring Rewards, recognition, and compensation Coaching and development support Ongoing feedback
- 13. 9–13 Why Performance Management? Total Quality Management Resolution of Appraisal Issues Strategic Goal Alignment The Performance Management Approach
- 14. 9–14 Using Information Technology to Support Performance Management • Assign financial and nonfinancial goals to each team’s activities along the strategy map chain of activities leading up to the company’s overall strategic goals. • Inform all employees of their goals. • Use IT-supported tools like scorecard software and digital dashboards to continuously monitor and assess each team’s and employee’s performance. • Take corrective action at once.
- 15. 8–15 K E Y T E R M S § performance appraisal § graphic rating scale § alternation ranking method § paired comparison method § forced distribution method § critical incident method § behaviorally anchored rating scale (BARS) § electronic performance monitoring (EPM) § unclear standards § halo effect § central tendency § strictness/leniency § bias § appraisal interview § performance management --------------------------------------------------------------------------------------
- 16. 8–16 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 © 2011 PearsonEducation, Inc. publishing as Prentice Hall