人力资源和员工考核VIP

1、HRM and Staff Appraisal,Staff Performance Appraisal Systems, the number one American management problem. It takes the average employee (manager or non-manager) six months to recover from it. (Peters, 1989; p. 495) Most large businesses have staff appraisal schemes. Even with no formal scheme, judgme

2、nts are made benign, beneficial or insidious about continuity of employment, promotion, reward, redundancy, inclusion/exclusion. formal policy for systematic, job-related feedback boss/subordinate appraisal encounters potential for problems and frustration Yet companies and participants say that ben

3、efit stems from the process.,Purposes of Staff Appraisal,Review past performance and give feedback Define expectations, directions and objectives to improve performance Assess and support training & development needs (learning, job/career change) Discuss and encourage potential/promotability Communi

4、cate review and assessment of additional rewards Make retention decisions (probationary period),Types of Staff Appraisal Scheme,Informal and unsystematic Formal schemes: policy (fabric and process) Rating scales/forms Trait (X has these personal qualities) Behaviour (X demonstrates these behaviours)

5、 Competencies (X performs with this level of competence) MbO - Results-oriented appraisal (delivers against agreed targets) 360 o appraisal (stakeholder feedback to the manager) Self-appraisal,Rating Approach (Traits/behaviour),Criteria and culture imperatives Weighting Forced choice Semantic differ

6、ential Appraiser knowledge Interpretation for advancement,Results oriented, MbO Tenets?,Standards/targets Focus and channel effort. Evaluate progress and performance “quality “ MbO discussions involve structured, mutual and challenging process What is expected of me? realistic, attainable targets (n

7、ot exploitative demands) trust and sharing analysis, problem-solving + 2-way feedback (experiential learning) Theory Y: balancing individual needs with organisational situation openings for personal growth/learning in the job plan delegating responsibility - empowering (scope, authority + resources

8、to handle matters). Identify internal & external barriers,Learning from Experience and MbO,D Kolb, Rubin & McIntyre Organisational Psychology, Addison Wesley,A model for personal awareness and development,The enormity of MbO principles and imperatives,MbO oozes common-sense Humbles method (early 197

9、0s) posed problems Decomposing objectives - corporate to individual Atomistic vs. the whole, detailed, time-consuming skill in articulating objectives time/skill to engage in ideal ways. lip-service, inconsistency, bureaucracy, meetings & records 80/20 principle - 4/5 key job areas where results rea

10、lly matter. Assumptions: We comprehend what we are trying to achieve, what is wanted. We are trained, competent and as one We both need and give recognition/credit + room to perform.,MbO Tenets for Maintenance and Innovation,MbO useful for defining expectations - targeting. new staff As a review pro

11、cess for self”, the manager and the team MAINTENANCE Objectives/targets rolling review OF key matters - creative, planned maintenance avoid slippage and entropy (tiredness, complacency, wear-and-tear) potential for Kaizen/CQI discourse on corporate values NEW INNOVATION - PROJECT significant job cha

12、nge - re-assign to new project formal delegation of new areas” - responsibility, authority, resources manage challenge, ambiguity and risk avoid overload - too many new projects at once,Defining SMART Objectives,Objectives should be: Specific (not general and vague, or activity focused with an uncle

13、ar purpose) Measurable Achievable (not over optimistic/pessimistic) Realistic (not too numerous and unbalanced) Time specific (not indeterminate) - focus on milestones - Is responsibility balanced with authority and resources? - Are start and end points well defined? - Is progress/monitoring data av

14、ailable? Visibility? - Targets linked to plans - how the standard/target will be achieved? - Focusing individual standards and targets in a team setting? - Possibility of ethical dilemmas?,Staff Appraisal and Key Result Areas,Define key tasks for KRA 5,task, quality and risk analysis role demands, c

15、hoices, constraints ambiguities. overloads, pressures/conflicts what is difficult and safety critical? what is vital for organisational success?,generic & job specific competence technical & social context and range,Conceptualising this Operationalising this Keeping it going The reality of the proce

16、ss,MbO Record,Signed: (Post-holder),Signed: (Manager),The Bureaucracy HR Information system Direct links to PRP?,Evaluate these examples against the SMART principles,complete project X by mid-summer achieve 95% deliveries within 24 hrs of order and 99% within 48 hrs. maintain staff awareness about c

17、ustomer relations policy contact all customers within 6 months and renew service contracts. implement Key-Note promotion to secure 70 new Gold Star customers open new shop on schedule and within budget complete all ISO9000 documentation and secure accreditation by Christmas.,Conducting a staff appra

18、isal meeting,Tell and sell, ski instructor approach appraiser as judge, tells/reveals the conclusion of his/her appraisal and advice how to improve obtain/field appraisee reaction (will this change the assessment?) assumes reasonably frank, high trust exchange when and for whom is this approach appr

19、opriate? Mentoring, Problem-solving Approach the meeting and outcome emerge as a process of interaction the answer is not known beforehand,Conducting a staff appraisal meeting - 2,Preparation Appraisee briefing and review Appraiser review Review meeting renew personal contact/rapport the agenda revi

20、ew events, progress & outcomes give feedback (two-way) & encouragement avoid blame, target standards, requirements and priorities critical questions + reflective observation/analysis consider job/role change and personal development new SMART targets, agree plans/action and support summarise Persona

21、l closure, record and follow-up,Conducting a staff appraisal meeting - 3,Avoid Lack of preparation Lose sight of the whole person and whole performance Side-lining real problems Not differentiating fantasy and reality Smoke-screens, bluster, argument Victimisation, bullying, humiliation Confrontatio

22、n without trust & mutual understanding Unbalanced agenda coverage Nit-picking and missing the KRAs Time guillotine Over-zealous deluge and undermining confidence Now Ive got you . Everyone says that .,Conducting a staff appraisal meeting - 4,Skills Situation appraisal, problem definition, objective

23、setting and resource allocation, solution development, examination of options, potential problem analysis, planning and implementation. Securing agreement and ownership Genuine regard for and commitment to the other Commitment to the process Empathy vs. sympathy Giving and receiving feedback Questio

24、ning and active listening Leading/inspiring,Problems for Appraisers,Prejudice and distortion of judgement: - both ways. Halo/Horns Insufficient knowledge of appraisee Distinguishing appraisees work from context in which they work Comparison with other appraisees. Cumbersome documentation, too clever

25、, prescriptive. Consistent reporting by appraisers. The formality: the encounter has a lot riding on it. Outcomes ignored + follow-up fails to take place. Everyone is just above average Most appraisees seek reassurance that “all is well”. Appraising the wrong things - behaviours actual work Some con

26、cerns, outcomes, competencies are difficult to evaluate and articulate Preparing, meeting and following-up AND doing your own job!,Personnels Staff Appraisal Function/Role,Control and development function to advise the organisation on its staff appraisal system. Commission, maintain and evaluate the

27、 system train managers and ensure that appraisals take place properly oversee decisions (merit awards?) staff appraisal information system organise communication flows analyse/ summarise appraisal records to audit people resources/issues up-date staff records follow up on individual/group training n

28、eeds, employee potential and succession handle appeals - verify managerial fairness! Are these things done? Does the data flow around the organisation? Do such procedures and controls justify the costs?,The Appraisal Prescription,Despite problems, appraisal schemes are recommended Corporations inves

29、t time, energy and resources. Much advice on managing the process Origins Douglas McGregor, 1960, The Human Side of Enterprise (1960) Theory Y - integrating individual and organisational needs to optimise performance. How? job/role definition, targeting, planning (within staff appraisal) supportive,

30、 mutually evaluative boss-subordinate relationship focusing employee energy on business objectives performance-related criteria development needs and interests,Theory Y and development ideology,Theory Y references high order motivational needs Supervisors are urged to create and maintain conditions

31、for participative, trusting team relationships realise employee capacity to be creative and self-managing individual growth, stimulus, empowerment, problem-solving Appraisal practice a means to embed socially positive, individually beneficial and organisationally essential norms into the conduct of

32、manager-staff relationships and work arrangements and rewards ensures that motivational needs for security-orderliness-predictability, social acceptance and self-esteem/status are not chronically under-served. reinforces the organisational discourse of performance, quality, commitment and membership

33、.,Slogan: Adopt an appraisal policy and reap the benefits !,Potential outcomes improved communication between manager and worker better linking of business priorities with how the individual delivers their job performances enhanced loyalty, commitment to work, personal identification and motivation

34、to perform,Two Perspectives - Control and Development,Staff Appraisal as a Control System Standard procedure to regularise behaviour (appraisers & appraisees) A rational-legal system. Conform and appraise to a standard. The policy and procedure defines and requires communicates criteria of performan

35、ce, values and expectations requires routine meetings with staff to review roles and priorities systematically focus on current issues being articulated by management assumes 2-way feedback (Theory Y vs Theory X) encourages analysis, planning, agreement and documentation by formula. promote unitary

36、and organisational commitments through individuals antipathy where staff do not share the same values as managers,Two Perspectives - Control and Development,Appraisals as a Development Process Still a standard operating procedure Job review is diagnostic - joint problems, needs, interests Feedback -

37、 essential for learning and adaptation Theory X - imposed, potentially coercive, one-sided appraisal Theory Y - requires trust and belief in the process itself with the parties getting meaningful, tangible benefit from the activity the continuity/follow-up events.,The developmental proposition?,What

38、 are the costs of set up a scheme and maintaining it - year in year out? Assume a business of, say, 5,000 employees. Resource-hungry and costly to design, implement and maintain. Are individual and group performances significantly enhanced by the investment? Are benefits significant and measurable c

39、ompared to no formal or systematic activity? At a participant level, appraisers and appraisees need to find the process useful (joint benefit) and not too arduous. get a personal return from commitment & energy,Participative Management Cultures,organisational commitment to participative management o

40、pen, interactive culture stress the humanistic, development side of staff appraisal. The HRM, Investors in People doctrine linked to quality, competitive business - the Be Excellent School. Messages of staff appraisal reflect A focus on performance, achievement and individuality employees are more t

41、han factors of production - they are valued in and of themselves - as people.,Conclusions,Staff appraisal systems are regulative, controlling methods They reflect HRM norms and despite problems, organisations still do it. Millions undergo formal appraisal. Much attention & resource is invested Pract

42、ical issues. They need to be conducted well Be quizzical about what they can or cannot achieve. Are they an act of faith? Is there real evidence that the big approach really works? Is the promise greater than what is actually delivered? What are the ethical and unethical angles? Tension between cont

43、rol and development. Development emphasises a supportive, constructive conversation rather than unilateral imposition & bureaucratic form-filling.,Seminar Questions,Is staff appraisal suitable only for managerial, professional and technical posts with a considerable discretionary element to them? Is

44、 it unsuitable for routinised, simple operative jobs? How can we evaluate whether the benefits of both approaches to staff appraisal (control versus developmental) are satisfied and achieved in a single scheme? Who should/should not conduct the appraisal interview? What problems arise when an individuals actual performance is substantially affected by external and internal events over which he/she has litt