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Welcome to the Institute for Human Resources Performance Management's 4th virtual event. Thank you to everyone for your participation and support. Over 1500 attendees have joined us to increase their expertise in Performance Management. They have been their journey to set themselves apart from their peers. Don't get left behind! Come join us and learn how to become a leader in Performance Management.
This two day event is the fourth since the Institute’s launch in June of 2011. Join Margie Koudmani, one of HR.com's Community Facilitators as we take a look at what has been happening within the Institute for Human Resources Performance Institute.
During this short, 15 minute session we will review the progress of the Institute to date. We will review the certification program - have you signed up yet? If not, there’s still lots of time. Get an update on the hours accumulated to date. Find out what you have missed, and take a look at what is coming up for the next couple of months.
During this session we will:
• Introduce you to the Advisory Board
• Introduce you to the Institute and the Certification program
• Help you learn how to become an expert in the area of Performance Management
If you are new to the Institute for Peformance Management this introduction will cover not only our past accomplishments but also explain why you should continue to participate and be a part of this community.
For those with questions regarding the Institute and its content this is your chance to share your ideas.
Looking forward to your participation in this event.
The performance appraisal is the end result of performance management when you are focusing on employees.
Employees should never be surprised come appraisal time. In fact, the appraisal meeting should be a formality, where both the manager and employee sign their names, agreeing to what was written.
This end result does not simply happen. It involves consistent follow through.
The great news is when managers have consistent follow through, they can save wasted hours if and when an employee doesn’t agree with their appraisal. It can also save the time of any HR personnel who needs to get involved. In addition, morale and motivation won’t be affected negatively when a manager is consistent.
Performance appraisals perceived as negative by the employee leads to decreased productivity, trust, motivation and communication between the employee and the manager. One of the top reasons employees leave a company is their manager. The training costs to rehire can be costly.
If only one hard working employee can be saved a year by following the simple and straight forward steps outlined in this course, this course is a must!
This webinar will overview the steps managers need to take to have the manager-employee year end with a successful performance appraisal. Tools needed to use and obstacles which get in the way will be discussed. Measurements and statistics will also be given to show the importance of using these tools.
• The 2 steps managers need to take on a consistent basis to ensure successful performance appraisals
• The obstacles which affect most managers
• How HR can coach managers to success
• Measurements and statistics showing benefits to the manager, employee and company.
Setting goals and objectives is common within organizations. Looking back at what was achieved/performed from the goals is also common, typically leading to average results. Typically, companies are setting goals within senior leadership groups, or the “top hierarchy” yet the communication to the rest of the organization is not effectively taking place. Various departments and mangers know what their day-to-day jobs are, and they may hear about the top tier company goals or mission statement, but do they know how they personally help achieve those goals? Most don’t due to the lack of appropriate communication, written goals with objectives that are tracked. Linking goals through people, departments, and cascading from the top ensures that the top tier goals are not unattained.
High-performing organizations develop disciplined methodologies for goal setting, starting with strategic company goals and cascading these through every part of the organization. Follow-through, communication, tracking and acknowledgement are keys to successful achievement of these goals. This ultimately leads to differentiation within companies and their success.
In this presentation we will discuss successful goal and objective setting- the multiple ways to support the process -- linking goals up and cascading goals down throughout companies from a best practice perspective and a technology perspective. We will illustrate how to automate goals and objectives, track and follow-through on goals throughout the year allowing companies to look forward instead of behind. We will touch on measurement of goals through the performance assessment and how goals can have a direct impact on the performance and growth of a company.
For many organizations managing people is one of their hardest tasks, but there are more difficult things hiding right below the surface of that very same people management process. How do you accurate measure and compare employees? Apples to apples comparisons require a number of things, including that measurements use a consistent basis and that the ratings applied to employees are done similarly and fairly. How can it be assured that one employee that is rated as an outstanding performer is at the same level of another employee, managed by another manager, doing a different job that receives the same ranking?
To put it simply, if done in a vacuum, it is not possible.
So, the key is to not run processes in a vacuum and drive more consistent measurements and ratings through the use of calibration. By calibrating ratings, both potentially more “hard” ratings, such as a performance score based on goal achievement, and possibly more subjective opinions such as potential for future success, a common ground can be discovered where measurements are agreed upon and overall more accurate. In this session, the panel will discuss the calibration processes that can drive more successful performance and succession processes. Discussion topics will include defining where calibration is used in performance management and succession processes, key elements of those processes and change management that is required to drive from a non-calibrated state to one where each employee rating has been compared to peers and normalized. Technology that supports the calibration process will also be discussed to address how even well defined processes can fall short if there isn’t enough support or rigor supplied through the use of automation.