Performance Management: A New Approach for Driving Business Results (206 pages)
Part I A Primer on Performance Management
Chapter 1 The Truth about Performance Management
What Makes Performance Management So Hard?
The Goal of This Book
Chapter 2 How Did We Arrive at Today’s Best Practices?
Part II How to Design and Implement a Successful Performance Management Process
Chapter 3 Getting Started
What Is the Purpose of the System?
What Type of Rating Will Be Made?
Will Managers Provide Narratives to Support Ratings?
Will Information Come from Multiple Rating Sources or Only the Manager?
Will Processes Be Included for Managers to Calibrate Their Ratings?
What Performance to Measure?
Ensure Support for the New System
Provide Guidance Representing their Constituency
Share Information
Serve as a Conduit for Convincing Others about the Merits of the New System
Pilot Test the System Components
Realistically Assess the Organization’s Appetite for
Performance Management
Plan the Communication Strategy
Chapter 4 A Model Performance Management Process
Step 1. Leaders Set Organization, Division, and Department Goals
Step 2. Managers and Employees Set Objectives and Discuss Behavioral Expectations
Step 3. Managers and Employees Hold Ongoing Performance Discussions
Step 4. Employees Provide Input on Own Perceptions of Performance
Step 5. Knowledgeable Rating Sources Provide Input on Employee Performance
Step 6. Managers Rate Performance
Common Rating Errors Managers Make When Evaluating Performance
Addressing Rating Leniency
Narratives to Support Ratings
Step 7. Managers and Employees Hold Formal Review Sessions
Step 8. HR Decisions are Made – Pay, Promotion, Termination
Chapter 5 Performance Management System Implementation
Automation of Performance Management Processes
Functionality Provided by Automated Systems
Buy versus Build Decision
Potential Consequences of Automation
Implement an Appeals Process
Pilot Test
Train Employees and Managers
Evaluate and Continually Improve the System
Assess Quality Using a Formal Performance Management Review
Assess Alignment with Related HR Decisions
Evaluate User Reactions
Part III How to Develop Solid Performance Measures
Chapter 6 Legal Requirements
Adverse Impact
Validity
Chapter 7 Developing Objectives and Measuring Results
Linking Individual Objectives to Higher-Level Goals
Identifying Individual Objectives
Ensuring Expected Results of Objectives are Measurable
Overcoming Challenges in Using Individual Objectives for Performance Management
Setting Objectives Collaboratively with Staff
The Bottom Line
Practical Exercises
Chapter 8 Developing Behavioral Performance Standards
How Many Competencies?
How Customized Should Performance Standards Be?
How Much Customization for Different Jobs?
How Many Effectiveness Levels?
How Many Job Levels?
An Efficient Approach to Developing Competencies and Performance Standards
Step 1: Develop Competencies Defined by Important Work Behaviors
Step 2: Validate Competency Model
Step 3: Develop and Confirm Appropriateness of Performance Standards
Weighting Competencies
The Bottom Line
