By
Dr. J P Joshi
19th Sept. 2020
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Recap: Session 4 & 5
• Performance Management Process
• Performance Appraisal (PA)
• SMART Goal
• Performance = What + How
• Appraisal methods
• Discussion-1: Virtual Performance Review and employee morale &
productivity
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Performance Appraisal template
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Appraisal template
Components of Appraisal form
• Basic employee information
• Accountabilities, Objective and standard
• Competencies and indicators
• Major achievements and contributions
• Development achievements
• Development needs, plans an goals
• Stakeholders inputs
• Employees comments
• Signature
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Sample Performance Appraisal template
Appraisal Format
- Mgt Staff
Appraisal Form -
NMS-Workmen
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Performance Review Discussion
Prepare for the During the Review
Follow up actions
Review meeting meeting
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Performance Review Discussion
As an Employee
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Performance Review Discusion
As a Manager
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Exercise
Performance Review Discussion – Gone bad (4 min 20 sec.)
[Link]
Exercise: Performance Review Discussion – what went wrong
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Exercise
Effective Performance Review Discussion (4 min 20 sec.)
[Link]
To achieve results, individuals and teams need to know what is expected of them
using Effective Performance Appraisals
Exercise: Performance Review Discussion – What went good
5 Tips to Ace Your Performance Review
[Link]
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Performance Review Discussion
The Performance Review meeting
Manager Employee
• Sets the right atmosphere – discussion, not • Clearly articulates relevant facts and events
judgement
• Is an participant in the discussion, not just a
• Focuses on facts, not assumptions. Listens passive receiver
• Is future orientated: ‘what do we do next year?’ • Remains open, objective and non-defensive
• Partnership viewpoint: ‘how can I help you to • Is future-orientated: ‘how can I achieve more
achieve your goals?’ next year?’
• Notes development needs or draft • Notes development needs or draft
development goals for the Development development goals for the Development
Discussion (can schedule back-to-back or later) Discussion (can schedule back-to-back or later)
• Shares preliminary overall assessment and
likely individual Performance Bonus award
(where applicable)
• Confirms Next year Performance and
Development Goals
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Performance Mgt Process
Performance Appraisal Problems
• Appraiser discomfort.
• Strictness/ leniency.
• Unconscious bias like halo effect (once a star, always a star), horns effective
• Recency effect (the most recent event takes precedence over entire year’s
performance)
• Proximity (near me and hence have more data for evaluation) and be mindful to
review full years’ performance objectively
• Bias and lack of objectivity.
• Manipulating the evaluation.
• Central tendency error.
• Supervisor unable to observe behavior.
Case Study: The Gentleman’s “Three”
• What problems do you see in the Performance Mgt System?
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Performance Appraisal
Exercise:
Design a Performance Appraisal system for a Car Driver
• Job Specification/ Requirements
• Key Performance Indicators (KPIs)
• What are the non negotiable elements of the job
• Development plan
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Performance Appraisal
Exercise:
Design a Performance Appraisal system for a Sales Manager and share it with me
during next week
• Job Specification/ Requirements
• Key Performance Indicators (KPIs)
• What are the non negotiable elements of the job
• Development plan
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Case: Rob Parson at Morgan Stanley (A), by M. Diane Burton
Which Performance Appraisal method was used at Morgan Stanley?
What is Paul’s dilemma
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Performance Coaching
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Performance Coaching
Performance Coaching
Performance Coaching is a process where one person
facilitates the development and action planning of another,
in order that the individual can bring about changes in their
lives. ... Performance Coaching helps you move forward at
your pace within an equal and trusting relationship.
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Performance Coaching
Performance Coaching Process
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Performance Coaching
Performance Coaching Process
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Performance Coaching
Performance Coaching: The GROW Coaching Model
The GROW model (or
process) is a simple method
for goal setting and problem
solving. It was developed in
the United Kingdom and
was used extensively in
corporate coaching in the
late 1980s and 1990s. There
have been many claims to
authorship of the GROW
model as a way of achieving
goals and solving problems.
[Link]
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Performance Coaching
The GROW Coaching Model
Exercise: Performance Coaching
Microsoft Word
Document
Ref case study: Rob Parson at Morgan Stanley (A)
Task: Paul Nasr has to Coach Rob to improve his behaviour and adjust in Morgan
Stanley culture.
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Exercise – Role Play - Performance Review Discussion
Exercise: Role Play Role Play
• Manager: Sarah
• Employee: John
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Balanced Scorecard and Measurement tools
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Balanced Scorecard
The balanced scorecard is a strategy performance management tool – a semi-standard
structured report, that can be used by managers to keep track of the execution of
activities by the staff within their control and to monitor the consequences arising from
these actions.
A balanced scorecard is a performance metric used in strategic management to identify
and improve various internal functions of a business and their resulting external
outcomes. It is used to measure and provide feedback to organizations.
[Link]
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Balanced Scorecard
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Balanced Scorecard
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Balanced Scorecard
Components of Balanced Scorecard
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Balanced Scorecard – Example - Amazon Balanced Scorecard
2020
2020
2020
2020
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Balanced Scorecard – Example of a Bank
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Balanced Scorecard
Limitations
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360 Degree Feedback for Development
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360 Degree Feedback
360 Degree
Appraisal and Feedback
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360 Degree Feedback
Example: Feedback dimensions for a Project leader
1. Leadership skills.
• Visioning, Business understanding, Strategic thinking, Role model, Learning facilitation,
Motivation, Empowerment
2. Managerial skills
• Planning, Organizing, Delegation, Control, Networking
3. Team management.
Communication, Problem solving, Trust, Recognition, Respect,
4. Work Standards
• Creativity, challenges status quo, Task orientation, Time management, Professionalism,
customer orientation
5. Personality
• Behaviour, Communication, Interpersonal relationship, Assertive, Aggressive, submissive,
impression, body language, temperament, calm & composed, proactive, listening
6. Values
• Integrity, Commitment, Passion, Seamlessness & Speed
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360 Degree Feedback
Exercise
• One volunteer required for receiving feedback from
peers
• Peers will provide feedback to the Volunteer on 6
dimensions (Leadership skill, Managerial skill, Team
management, Work Standards, Personality and Values)
• Rating will be done on a 5 point Rating Scale, where 5
Star is the Highest “Role model” and 1 star is the lowest
“Improvement area”
• Strength & Development area
[Link]
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360 Degree Feedback
Feedback Report – Praveen
360 Degree Feedback - Results
Number of people gave feedback
Your Overall Perceived Image Index
Your Self Image Index
Overall
Perception Gap
S. No. Dimensions Self Rating Perceived Median
(Self & Others)
Score
1 Leadership Skill 4 3.12
2 Managerial Skill 5 3
Team
3 3 2.73
Management
4 Work Standards 4 3.31
5 Personality 4 3
6 Values 5 3.12
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360 Degree Feedback
Advantages
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360 Degree Feedback
Limitations
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Thanks !
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