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The 360-Degree Reward Performance Management Process

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The underlying goal of performance management is to promote and improve employee effectiveness. It is a continuous process where managers and employees work together to plan, monitor and review an employee’s work objectives or goals and overall contribution to the organization.

Main Body:
To start off with making sure that the performance management system does stay effective. There are ways to do that, to be job specific, covering a broad range of jobs in the organization, position with your organization’s strategic direction and culture, Allow us to be practical and easy to understand and use, maintain the accurate snapshot of each employee’s performance, to incorporate the process for setting goals and reviewing performance based on two-way communication between the employee and manager, Monitor and measure results of what and how the behaviors are, to include both positive feedback for a job well done and constructive feedback when improvement is needed, Having a more secure training and development opportunities for improving performance, knowing that employee work plans support the strategic direction of the organization, Establish clear communication between managers and employees about what they are expected to accomplish, being able to allow constructive and continuous feedback on performance, identify and recognize employee accomplishments.

Identify areas of poor performance and establish plans for improving performance, having support staff in achieving their work and career goals by identifying training needs and development opportunities, support administrative decision-making about promotions, terminations, compensation and rewards , also to make sure the legal documentation to demonstrate due diligence for legal challenges related to dismissal or vicarious liability (an employer can be held liable for the acts or omissions by its employees during the course of employment) The Start of an effective performance management system requires time and resources and therefore, the support of the board, the executive director and other senior managers. When developing a new performance management process, an organization can strike up a committee made up of employees, managers and board members to increase buy-in, understanding and support for the process.

With the support to act upon the outcomes of the performance management process is necessary to ensure that good performance is recognized, inadequate performance results in the necessary support and/or training to improve performance and consistently poor performance results in a change of responsibilities or termination, as appropriate. So even if you are introducing a new performance management system or if you are modifying an existing process, it is critical that you communicate the purpose and the steps in the performance management process to employees before it is implemented. Also remember to review your new performance management system after the first year and make adjustments as necessary. Now, taking a looking into the performance improving logic. We know that there is plenty more to performance management than the annual performance review meeting. As mentioned in the introduction, performance management is a continuous process of planning, monitoring and reviewing employee’s performance. I have attached some images to see this from a visual standpoint.

Phase one: The planning phase is a collaborative effort involving both managers and employees during whom they will review the employee’s job description to determine if it reflects the work that the employee is currently doing. If the employee has taken on new responsibilities or the job has changed significantly, the job description should be updated. Identify and review the links between the employee’s job description, his or her work plan and the organization’s goals, objectives and strategic plan. Develop a work plan that outlines the tasks or deliverables to be completed, expected results and measures or standards that will be used to evaluate performance. Identify three to five areas that will be key performance objectives for the year.

The choice of areas may be determined by the organization’s strategic plan, by the employee’s desire to improve outcomes in a certain part of their job, or by a need to emphasize a particular aspect of the job at this time. These are objectives that are critical to the overall success of the position. If the employees do not meet their critical objectives then the overall performance will be evaluated as unsatisfactory. Identify training objectives that will help the employee grow his or her skills, knowledge, and competencies related to their work. Identify career development objectives that can be part of longer-term career planning. Both the employee and manager need to sign off on the proposed work assessment plan. A copy of the plan should be given to the employee and another should be kept in his or her confidential personnel folder. Sometimes, the most difficult part of the planning phase is finding appropriate and clear language to describe the performance objectives and measures or indicators of success.

Managers need to ensure that the objectives are a good representation of the full range of duties carried out by the employee, especially those everyday tasks that can take time but are often overlooked as significant accomplishments. For the objectives and the signals need to be in the SMART objective. S-Specify clearly what is to be done, when it is to be done, who is to accomplish it and how much is to be accomplished M-Measurable is to ask questions such as: How much? How many? How will I know when it is accomplished? Multiple measures should be used if possible, for example, quantity, quality, time frame and cost. A-Attainable is to reassure there is reasonable path to achievement and feasible odds that you will get there. R-Realistic is to be objective needs should match the level of complexity with the employee’s experience and capability and no insurmountable forces outside the control of the employee should hinder its accomplishment. T-Time-bound and know that you must be clear about the time frame in which performance objectives are to be achieved.

For Phase two is to make sure performance management system is to be monitored to be effective, employee progress and performance must be continuously monitored. Monitoring day-to-day performance does not mean watching over every aspect of how employees carry out assigned activities and tasks. Managers should not micro-manage employees, but rather focus their attention on results achieved, as well as individual behaviors and team dynamics affecting the work environment. During this phase, the employee and manager should meet regularly to, Assess progress towards meeting performance objectives Identify any barriers that may prevent the employee from accomplishing performance objectives and what needs to be done to overcome them, Allow yourself to provide feedback on progress relative to the goals, Identify any changes that may be required to the work plan as a result of a shift in organization priorities or if the employee is required to take on new responsibilities, Be able to choose if any extra support is required from the manager or others to assist the employee in achieving his or her objectives.

This will always be a continuous coaching process for the Performance management includes coaching employees to address concerns and issues related to performance so that there is a positive contribution to the organization. Coaching means providing direction, guidance, and support as required on assigned activities and tasks. As a coach, managers need to recognize strengths and weaknesses of employees and work with employees to identify opportunities and methods to maximize strengths and improve weak areas. The role of the coach is to demonstrate skills and to give the employee feed back, and reassurance while he or she practices new skills. Good listening skills on the part of the coach, together with the ability to deliver honest feedback, are crucial. In a coaching role, you are not expected to have all the answers. The strategic power of any coaching dialogue lies primarily in the coach’s ability to ask the right questions. Making sure that feedback also is involved and it allows the person about the great performance. This feedback timely, specific and frequent.

Recognition for effective performance is a powerful motivator. Constructive feedback alerts an individual to an area in which performance could improve. It is descriptive and should always be directed to the action, not the person. The main purpose of constructive feedback is to help people understand where they stand in relation to expected and/or productive job and workplace behavior. Often, it can be the positive and supportive feedback that is easier to share, while finding the right way to provide constructive feedback to address a particular performance issue can be more daunting. If an employee is not meeting performance expectations, managers need to provide constructive and honest feedback. It’s important to do this when an issue first arises – before it escalates into a significant problem.

Here are a few points to consider when giving great feedback: Make sure your prepare and think through what you want to address in the meeting, confirm the facts of the performance issue and make sure you know and can describe what happened or is happening. Also make sure you are clear about what the issue is and about the consequences if the employee’s performance does not improve. Set up a place to meet in a location where there will be privacy and minimal interruptions (note that in a unionized environment, you may have to invite a union representative to be with the employee during the discussion). Of course, make sure you are calm, so that you can approach the discussion objectively and with clarity.

Making sure you state the known facts and to use a non-threatening tone, describe the performance issue in an objective, factual, nonjudgmental way, provide examples. Identify the negative impact on people in the workplace or within the company. Next, is to listen and make sure the employee describe the situation from their perspective and provide an explanation. Be open to any new insights that may arise. Respond to denial, blaming of others, etc. by restating factual information and reviewing the negative impacts of the performance issue. Although we may sympathize with an employee’s unique personal circumstances and their reasons for why they are not performing, it is important to remain focused on the performance issue. If you alter what is required of one employee (i.e. “bend the rules”) you will have to be prepared to do so for all employees.

As a performance manager, try to avoid putting yourself in the position to have to judge which circumstances warrant “special treatment” and those that do not. Ask the employee for their suggestions for addressing the issue and offer your suggestions if necessary, like making a action plan. Agree on a specific plan of action: including what the employee will do, how they plan to do it and within what time period. Write down the action plan and attach to employees performance management file. Make sure you alert the consequences for the employee if the performance issue is not resolved. Monitor results and meet periodically to discuss progress. Provide positive reinforcement for improvement and continue to offer support .If the issue has not improved or been resolved over the specified time period, enact the consequences as discussed in the action plan.

Now for the third phase for the performance assessment or appraisal meeting is an opportunity to review, summarize and highlight the employee’s performance over the course of the review period. The Self-assessment is a standard part of most performance appraisals. By using the performance plan and assessment form as a guide, employees can assess their performance in preparation for the appraisal meeting. The process can also identify gaps between the employee’s self-perceptions and the views of the manager and can allow for more in depth discussion of these performance points during the meeting. Their performance management notes must review the notes and documentation generated throughout the year in order to more effectively assess the employee’s performance. Only issues that have already been discussed with the employee should be part of the assessment documentation and meeting. This will ensure that manager’s deal with performance problems when they arise and that there are no surprises during the performance assessment meeting.

The Performance assessment meeting, employees and managers will: Summarize the work accomplished during the previous year relative to the goals that were set at the beginning of the performance period. This includes capturing the key results, accomplishments and shortfalls for each of the objectives, Document challenges encountered during the year and identify areas for training and/or development, Identify and discuss any unforeseen barriers to the achievement of the objectives. So when the employee and the supervisor that should sign off on the form. As this will acknowledge the involvement in the process, but not necessarily agreement by employee with the content of the evaluation. If for instance an employee disagrees with any part of the performance assessment, provide them with the opportunity to attach their comments and file with their performance assessment form.

The managers will have the employees sign the form and give them a copy and also put a copy into their file. As they may have a well-designed and implemented performance management process, there may be situations when an employee has a serious difference of opinion with the manager about his or her performance assessment. A procedure for the employee to discuss disagreement with the process should be established. The options for dealing with disagreements about performance appraisals can be, higher levels of management hear the disagreement. For smaller groups made up of equal numbers of employees and management staff review disagreements. The employees can also get the assistance they need to be able to file a compliant if needed.

The main purpose of this 360-degree feedback is to assist each individual to understand his or her strengths and weaknesses, and to contribute insights into aspects of his or her work needing professional development. Debates of
all kinds are raging in the world of organizations to be able to select the feedback tool and process, select the raters, use the feedback, review the feedback, and be able to manage and integrate the process into a larger performance management system. Lastly, there is a final checklist for the performance management system that does has a variety of purposes, and the documentation should there be a legal challenge related to performance.

Base the process on well written job descriptions and job-related activities Making sure that the process is flawless there can be some basic guidelines you should follow, Have the manager and employee collaborate on setting performance objectives, the results (objectives) and behaviors for which you can develop observable measures; avoid traits such as ‘initiative’ which require subjective assessments, Ensure that the employee keeps a copy of the performance plan (work plan) and expectations set at the beginning of the performance management cycle, Provide ongoing monitoring and feedback on performance to the employee.

When problems are identified with performance, provide support (training, coaching, etc.) and adequate time for the performance to improve, having the managers train on all aspects of the process and on how to reduce bias and error in assessment, to sure that the performance assessment form accurately documents performance so if overall performance is poor say so, Do not make any notes that you would not want the employee to see because the documentation may be admissible in court (or at arbitration in a unionized workplace), Periodically review the performance management process to ensure that it is being applied consistently and fairly and to be able to establish an appeals process.


Performance Improvement Cycle; Date Created: 2014; http://www.productivetraining.com/category/executive-management-coaching/

SMART; Date Created: 06-27-2013; http://www.ec.gc.ca/dd-sd/FE4918AA-3F13-400F-945D-2A0550B9A553/SMART_en.gif

Performance Review forms; date created; 11-14-2010; http://www.docstoc.com/docs/61517438/Free-Employee-Performance-Review-Forms

Schmidt, Jr. Charles. T. Retrieved from: Rewards & Evaluation systems. Retrieved from

Owakah, Nwobike. 360-degree feedback method. Retrieved from: http://www.academia.edu/5949363/360_Degree_Feed-back_Method_In_HRM

Effective Performance Appraisals; Received from:

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