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Performance Management & Employee Development

Performance management and employee development are important processes that require careful implementation. [1] Effective performance management involves establishing specific and valid performance measures that are accepted by employees and assessed reliably over time using feedback from multiple sources. [2] Managers must understand individual employee strengths and weaknesses to provide the right development, such as training, coaching, or new experiences. [3] Employee development combines knowledge, skills, and behaviors to help employees and the company adapt to changes through formal education, assessments, job experiences, and interpersonal relationships.

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Theresia Soe
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173 views15 pages

Performance Management & Employee Development

Performance management and employee development are important processes that require careful implementation. [1] Effective performance management involves establishing specific and valid performance measures that are accepted by employees and assessed reliably over time using feedback from multiple sources. [2] Managers must understand individual employee strengths and weaknesses to provide the right development, such as training, coaching, or new experiences. [3] Employee development combines knowledge, skills, and behaviors to help employees and the company adapt to changes through formal education, assessments, job experiences, and interpersonal relationships.

Uploaded by

Theresia Soe
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
Download as pptx, pdf, or txt
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PERFORMANCE MANAGEMENT AND

EMPLOYEE DEVELOPMENT

WILSON PRIBADI | THERESIA SOESILO


PERFORMANCE

1 2 3
EFFECTIVE PERFORMANCE MANAGEMENT PROCESS MODEL
PERFORMANCE MEASURES CRITERIA

Congruence

Specificity Validity

Acceptability Reliability
Contamination and Deficiency of a Job
Performance Measure
Approaches to Measuring Performance

Quality Comparative

Approaches
Results Attribute

Behavioral
Five Sources of Performance Information

01 02 03 04 05
MANAGERS PEERS SUBORDINATES SELF CUSTOMERS
Ways to Manage Performance

01 Solid Performer Provide development

02 Misdirect Effort Focus on Training

Focus on interpersonal
03 Underutilizers abilities

04 Deadwood Managerial Action


Steps in Career Management Process

01 02 03 04

SELF-ASSESSMENT REALITY CHECK GOAL SETTING ACTION PLANNING

MBTI Provided in Short and long term Written Strategy to


SII Performance Appraisal objectives achieve career goals
Employee Development

Combination of knowledge, skills and behaviors that


improve an employee’s ability to meet changes in job
requirements, client and customers demands

FOR EMPLOYEES FOR COMPANY

to help them prepare for the prepares employees to help the


future of their careers organization meet its goals
Approaches to Employee Development

Vestibulum
FORMALnec ASSESSMENT JOB EXPERIENCES INTERPERSONAL
congue tempus
EDUCATION RELATIONSHIP
Personality tests Stretch assignments
Lorem ipsum dolor sit dolor
Tuition
amet, consectetur nec Mentoring
Assessment centers Job enlargement
Reimbursement
adipiscing elit, sed do ipsum
eiusmod tempor. Donec Performance Coaching
facilisis lacus eget sit nec
Job rotation
lorem mauris.
appraisals
Transfers, promotions
360-Degree feedback
Temporary
assignments
CASE STUDY

Do Your Measures Make Employees


Mad? Or Motivate Them?

Source : https://www.gallup.com/workplace/231659/performance-measures-
motivate-madden-employees.aspx
PROBLEM

Several problems that occurs

 Managers using measurements negatively in an attempt to


motivate people
 View annual reviews as the “official opportunity” to discuss
about employees’ performance (task-based activity)
 Shift the employee’s mentalities away from improving their
performance to causing lack of motivation
SUGGESTION

 Managers have to understand how to have effective


performance conversations with employee
 Do the process more frequently (pay attention to each
employees communication preferences)
 Focus on solving problem, not the problem or person (future-
focused and growth-oriented)
 Employees must understand the benefits and importance of
performance measurement

When employee feel their manager truly appreciates their


contributions and potential, constructive feedback becomes
more powerful
Thank You

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