Performance Management: Development & Deployment
- Format: Self-paced
- Course Duration: 1 hr 18 mins
- SHRM Professional Development Credits: 1.25
- HRCI General Recertification Credits: 1.25
- Certificate of Completion (after passing quiz)
Learn how to develop and deploy performance management methods for supporting a strong management team, one that openly communicates with its employees and works to maintain a collaborative environment. Performance management is an on-going, significant aspect of the employment cycle. It's essential for human resources to integrate the right feedback guidelines and principles into their organization's culture. This course is designed for HR professionals by an HR professional. It includes a complete overview of the Performance Management process and its overlap with the employment cycle. It also provides a review on setting performance criteria, developing goals and giving effective feedback. Finally, there's a lesson on annual performance reviews and trends. My mission is to help HR professionals succeed and this course will help you understand the performance management process and how you can implement it in support of your organization.
SHRM:
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.25 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
HRCI:
This activity, has been approved for 1.25 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: What could go wrong?
Module: Formal Performance Review
Duration: 1:54
We've only scratched the surface with what can go wrong in preparation for and during a performance review. I've mentioned a couple including my concern with it being a one-time event. I also don't condone the idea of "monitoring" a person. Let's go over a few more.
First, not having enough data or any data at all can lead to a poor review. In a previous section, I highlighted the importance of documentation; gathering evidence. Managers MUST have data and appropriate measurements to accurately assess and communicate ratings to the employee.
Next, if your managers are poorly trained in giving effective feedback, this will significantly increase the chances of something going wrong.
Another issue is only having a rating scale. Using a number to rate an employee's level of achievement seems to make sense but it is a limit doesn't leave much room for interpretation which is why having a section for comments is key!
Speaking of ratings, rater bias also exists! Bias can work for or against an employee but no matter what hurts the overall review.
You might be familiar with a few of these if you've taken a psychology class.
There's the halo effect in which an employee is rated highly on every goal or competency because he/she does well on one of them.
Then there's the opposite, the horns effect. If the employee is not performing well on one thing than they must not be doing well on anything!
Also, the error of recency when the employee's most recent behavior is the focus for an entire year's review.
The next is the "similar to me" problem. This reflects the tendency of a manager to rate someone higher because he/she has a similar background and demonstrates the same personality and mannerisms as themselves.
The opposite problem is when someone is "different from me" in which a manager is more likely rate the employee lower.
And finally, I'll address one more since the list can go on, "central tendency" in which everyone is the same on the team! No one is better or worse then his or her peers.
I'll use the next lecture as a time to address what some consider a major issue with performance reviews.
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Lessons Not Completed:
- Welcome and Course Overview
- What is Performance Management?
- Where does Performance Management fit into the Employment Cycle?
- Formal types of Performance Management Systems
- HR's Role Overview
- Introduction
- Goals defined
- Development and revision of goals
- HR's Role
- Do's and Don'ts
- Introduction
- Effective Feedback Defined
- Types of Feedback: Development: Coaching & Mentoring; Recognition; Constructive
- How to give effective feedback
- Coaching employees on receiving feedback
- HR's Role
- Do's and Don'ts
- Introduction
- Annual Performance Review vs. Performance Management
- What could go wrong?
- Link to the Rewards Phase
- HR's Role
- Do's and Don'ts
- Introduction
- Major HRIS providers with Performance Management Offering
- Important features
- HR's Role
- Trends
- Social Performance Management Systems
- Course wrap up
Instructor: Christina A. Danforth
Christina A. Danforth, SHRM-SCP and SPHR, is a Business Owner and Learning and Development Specialist specifically focused on career growth of HR professionals. Christina taught the SHRM Certification Exam Prep Course at Central CT State University for several years. She also served as a...