The document provides an overview of performance appraisals and strategies for more effective performance management. It discusses traditional appraisal elements and common problems, such as subjective ratings and infrequent feedback. Newer approaches focus on ongoing communication, goal setting linked to business objectives, and coaching. Effective difficult conversations involve preparing, sharing perspectives to understand different views, and collaborating on resolutions.
Performance appraisals have evolved over time from informal evaluations in the early 1800s to more formalized systems used today. They serve both company and employee purposes such as justifying salaries, providing feedback, and facilitating professional development. Several theories provide frameworks for performance appraisals including goal-setting, expectancy, and task motivation theories. Effective appraisals can provide feedback to improve performance and link personal goals to organizational goals. However, limitations include rater bias, focus on personal characteristics over tasks, and lack of cultural sensitivity. Common appraisal types seen in practice are 360-degree feedback, management by objectives, and assessment centers.
Five tools for managing leadership talent: 1. Measure 2. Find 3. Engage 4. Develop and 5. Move. Practical tips from talent management at blue chip companies
This document provides an overview of topics that will be covered in the November/December 2014 issue of the magazine for the New Zealand Organisation for Quality, including the president's report, branch reports, a new training calendar for 2015, Lean project management, quality and customer requirements, leadership needs for emotional intelligence, and reducing costs for compliance. It also announces elections for the Board in 2015 and invites readers to provide further comments on the articles.
Team alignment and engagement Agile Cymru 2016BeLiminal
The document discusses conditions for high performing teams and deepening team engagement. It outlines factors like having a clear direction, enabling structure, supportive context and expert coaching. It also emphasizes the importance of meaningful work and quality relationships. Teams perform best when members understand how their work contributes to organizational strategy. Developing trust through transparency, addressing relationship toxins, and making each member feel valued are keys to engagement.
Ent 440ânew product developmentâthe north face the north face wasRAHUL126667
The North Face was originally an outdoor equipment company focused on tents, sleeping bags, and backpacks ("hard goods"). Over time, the company shifted its focus and sales more towards fall outerwear. This created challenges, as tent sales growth slowed and the company's brand identity became more associated with apparel than equipment. Management was concerned about losing its differentiation from other outdoor brands and experiencing imbalanced seasonal sales and production. They sought to regain balance in its product mix and rekindle innovation in its tent line to address these issues.
The case against performance ratings and what to do instead.Paul De Young
The document summarizes a presentation given by Paul De Young on eliminating annual performance appraisals. The presentation discussed the experience of performance appraisal, its merits and demerits, and alternatives to consider. It noted that performance appraisals undermine teamwork, create fear, are unreliable measures, and institutionalize biases. Alternatives discussed included focusing on organizational performance, coaching models, and gain-sharing compensation. A case study of Glenroy Inc. was presented, where eliminating appraisals led to enhanced collaboration, timely feedback, and increased sales without layoffs.
The Connection Between Employee Engagement and Glassdoor ScoresGlintInc
A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.
IBM Analytics: Thought Leadership White PaperCasey Lucas
Implementing Agile Performance Management.
The findings, focusing on the early days of
adoption, provide evidence-based guidance for
organizations considering a move away from traditional
performance management programs and looking for a
more agile approach.
This document summarizes a presentation on conducting employee surveys and taking action on the results. It discusses the benefits of surveys for getting employee feedback, the importance of creating action plans to address issues raised, and how to develop effective action plans. It emphasizes that only 35% of employees believe their survey will result in real change and that organizations must act on survey results to improve engagement and retain talent. The presentation provides tools and best practices for analyzing survey data, developing action plans, communicating changes to employees, and measuring the impact of action plans.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
Dr. Karl Albrecht's model of organizational performanceDr. Karl Albrecht
The document discusses the challenges facing organizations in today's changing business environment. It notes that the usual strategies are no longer working and that executives need new approaches to improve organizational performance. The key points are:
1. Organizational performance is driven by seven domains of excellence, including strategic focus, customer value, leadership, culture and knowledge management.
2. To succeed, organizations need new views of customers as unique individuals, employees as complex performers and executives as leaders.
3. Improving performance requires evaluation, planning, implementing changes and ensuring continuity through formalizing new processes. Management ownership, employee engagement and customized solutions are critical success factors.
Employe Engagement Research Update by BlessingWhiteElizabeth Lupfer
This document provides a summary of research on employee engagement conducted in 2012. Some key findings include:
1) Engagement levels were stable or rising in most regions of the world compared to 2011 data.
2) "Intent to stay," an important predictor of turnover, remained stable globally. However, the specific dynamics of retention varied significantly between regions.
3) As in previous research, factors like tenure, level in the organization, and age were still correlated with higher engagement as people grew more experienced and senior.
4) Gender gaps in engagement emerged in some regions like India, the Middle East, and South America, where women reported lower engagement than men.
5) The top drivers of engagement
Tony Wiggins presented on onboarding (OB) metrics used by the Queensland Building Services Authority (BSA) to ensure engagement and retention. The BSA uses a scorecard system to measure OB across five levels: reaction, learning, application, impact on business key performance indicators, and return on investment. Data shows OB improves competency, leads to national recognition for BSA's learning strategies, and provides organizational return on investment linked to performance management. Critical success factors include executive sponsorship, linkage to corporate goals, internal HR expertise, and external evaluation.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.â â H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
VaLUENTiS Employee Engagement in Organisations: Where Next? HR DIRECTORS SUMM...njhceo01
The document discusses employee engagement and provides context on its definition, measurement, and strategies for improvement. It notes that most organizations currently take a basic approach to engagement but that measurement and action planning could become more sophisticated over time. Specifically, engagement initiatives may involve comprehensive playbooks, people manager competency standards, integrated data analytics, and advanced leadership to fully embed engagement practices.
How to ditch objectives (and find a simpler way to manage performance)Hedda Bird
What to do when the CEO says 'DON'T waste time setting goals' and 'DO manage performance'. This innovative case study explores a powerful alternative to traditional objectives.
This document summarizes a webinar from Insight Experience on connecting leadership to business results. Insight Experience helps companies develop leaders and execute strategy through business simulations and leadership development experiences. The webinar reviewed data showing a link between effective leadership, engagement, and business results. It also explored the key drivers of engagement, including relationships with supervisors and senior leadership. Finally, it discussed how the time leaders spend, their communication, and building trust impact employee performance and business outcomes.
English for HR Managers: Appraising Performancehumanenglish
The document summarizes key points from a staff performance appraisal discussion. It includes reviewing the employee's progress towards initial goals like building client relationships, discussing strengths and weaknesses in their performance, providing feedback on areas for improvement like managing stress, and setting new objectives for the future such as expanding client targets and increasing efficiency in client management. The discussion focuses on developing the employee's potential through constructive feedback while also encouraging self-evaluation and goal setting.
This document summarizes interviews conducted with three employees at Lanphere Enterprises, which owns the Beaverton KIA dealership, about their performance appraisal process. Key findings include:
1) Beaverton KIA holds monthly performance reviews focused on quantitative metrics like sales numbers.
2) Interviewees generally found the objective, numbers-focused process useful but noted it does not assess soft skills.
3) Recommendations include keeping the monthly quantitative reviews but starting an annual qualitative review, stopping comparisons to dissimilar brands, and implementing management training.
This document discusses the importance of maintaining confidentiality when appraising and rewarding employee performance. Performance appraisals and related documentation must remain confidential, and information from them should only be shared with a limited number of individuals within the organization. When appraising performance, it is important to consider factors like productivity, quality, organizational outcomes, employee input, and cultural sensitivity.
The document discusses performance management and performance appraisals. It covers various topics related to performance appraisals including definitions, objectives, processes, methods, common errors and ways to improve appraisal systems. Specifically, it discusses establishing standards and linking appraisals to business objectives, different appraisal methods like forced ranking and MBO, potential errors in appraisals and reducing errors through rater training and objective data.
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" WorkshopKenny Ong
Bridge Knowle "YEAR END PERFORMANCE APPRAISAL" Workshop
November, KL
âą Know the Importance of planning, preparing, and structuring the performance appraisal
âą Learn how to listen, question and give clear and specific feedback
âą Handle performance problems and sensitive issues effectively
âą Review performance objectives so you can provide specific feedback describing the gap between expected and actual performance
âą Avoid common pitfalls when conducting the appraisal
âą Create Individual Development Plans with your staff
âą Monitor and review progress of objectives and development plans between review meetings
âą Develop your feedback skills to motivate staff between appraisal meetings
This document discusses performance appraisal and reward systems. It provides learning objectives about understanding the role of money as a motivator and examines behavioral considerations in performance evaluations. It describes characteristics of effective feedback programs and the process of attribution. It discusses linking pay to performance through profit sharing, gain sharing and skill-based programs. The document provides an overview of different components of a complete reward program and discusses economic incentive systems for motivating employees.
The document outlines plans and strategies for sales management and general trade. It includes:
1. Developing more distribution areas and converting them to business units.
2. Providing assistance programs to support business unit development, build competitive marketing and sales edges, and enhance sales management systems and skills.
3. Setting targets to develop 35 business units by year's end and strengthen market expansion through key account management and multi-line product approaches.
Contents
Introduction.
Definition of controlling.
Control process and types of control.
Definition of performance appraisal.
The Purposes of a Performance Appraisal.
Who Performs the Appraisal?
What Makes an Effective Appraisal System?
Conducting an Effective Performance Appraisal Meeting.
Bias in Performance Appraisals.
Performance management (PM) includes activities which ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, employee, or even the processes to build a product or service, as well as many other areas.
PM is also known as a process by which organizations align their resources, systems and employees to strategic objectives and priorities.[1]
Performance management is an ongoing process that aligns employee performance with business goals. It has four key steps: defining goals, planning performance, coaching performance, and reviewing performance. Effective performance management provides employees with direction, benchmarks progress, and builds confidence. Regular feedback is important to motivate employees and address any issues. Formal annual reviews measure what employees have achieved against their goals and assess their behavior and development needs. The goal is to both develop and motivate high performers, as well as address issues with poor performers.
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The document discusses the problems with performance management systems (PMS). It notes that PMS are based on assumptions that may not always hold true, such as the ability to objectively measure performance. PMS can send negative messages to employees like only being responsible for your specific job duties. They may also encourage competition between employees instead of teamwork. The document also lists common mistakes made by HR professionals and managers in implementing PMS, such as a one-size-fits-all approach. Overall, the document argues that as currently implemented by many companies, PMS are not effective and a waste of time, needing revision to better systems.
Managing and Evaluating Staff 9-28-17.pptxLonewolf379705
The document discusses best practices for managing and evaluating staff performance. It provides tips for supervisors on setting objectives, evaluating performance, conducting evaluation meetings, and setting goals. The key points are: supervisors should set clear, measurable objectives with employees; evaluate performance based on achieving objectives and how it contributes to department/university goals; and use evaluations to provide feedback and coach employees to improve performance and set new objectives.
This document discusses performance management and competency mapping. It defines performance management as a strategic approach to improving employee performance and developing capabilities to help achieve organizational objectives. The objectives and process of performance management are outlined. Strategic performance management is defined and its steps are described. Trends in performance appraisal discussed include self-appraisal, competency mapping, and balanced scorecards. Competency mapping is defined as identifying competencies for jobs and incorporating them in HR processes like evaluations and training. The benefits and process of competency mapping are explained.
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This document discusses performance appraisals and their goals and challenges. It describes how performance appraisals aim to both evaluate employees and coach their development. The document also outlines four methods for conducting appraisal interviews: the tell-and-sell, tell-and-listen, problem-solving, and mixed-model interviews. It provides guidance on effectively structuring and assessing appraisal discussions to motivate employees while building better work relationships.
The document provides an overview of a manager training program that covers various topics to help managers be more effective in their roles. The training covers challenges managers may face, setting goals and vision, communication skills, leading employees, performance management, and building relationships. It emphasizes the importance of coaching employees, setting clear expectations through SMART objectives, and focusing on employee needs like trust, feedback, and involvement.
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360-degree feedback involves collecting performance evaluations from multiple sources, including supervisors, peers, direct reports, and sometimes customers. It aims to provide a well-rounded assessment by gathering perspectives from different relationships. Key benefits include increased self-awareness, understanding strengths and areas for development, and promoting open communication. However, it requires careful implementation to gain acceptance and provide constructive feedback for improvement rather than criticism.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses performance appraisals, including their objectives, types, and processes. Some key points include:
- Performance appraisals evaluate employee performance, share feedback, and identify ways to improve.
- Objectives include reviewing past performance, identifying training needs, and strengthening employee relationships.
- Types of appraisals include self, peer, manager, and 360-degree. Performance is also measured against objectives.
- The process involves setting standards, measuring performance, comparing to standards, discussing results, and taking corrective actions.
The document discusses performance management processes including:
1) Setting objectives and defining responsibilities at the beginning of the cycle through performance planning.
2) Monitoring performance and providing ongoing feedback throughout the cycle.
3) Periodically reviewing performance and achievements to evaluate progress and make adjustments.
The document outlines a recruitment strategy for DC Public Schools to attract and retain top teaching talent. Key points of the strategy include:
1) Establishing human capital relationship managers who are responsible for recruiting, selecting, and placing teachers to ensure a good fit between teachers and schools.
2) Creating a value proposition for teachers that focuses on support, leadership opportunities, and being part of a successful system aimed at closing achievement gaps.
3) A multi-pronged approach including performance pay, strategic partnerships to reward teachers, and investing in professional development pathways.
4) An implementation plan and budget to roll out the new recruitment structure and initiatives over the next year.
The document discusses the historical context of industrial relations in the UK from the late 18th century to present day. It covers the development of trade unions and employers' organizations, as well as employment law and institutions. Trade unions first emerged in response to the industrialization and formation of a working class in the late 18th century. Over the 19th century, unions grew in size and legal recognition, while employers also organized themselves. Government policy shifted from hostility to support for collective bargaining between 1900-1970s. Conservative governments under Thatcher in the 1980s-90s significantly reformed employment laws weakening unions and shifting to local bargaining.
Introduction To Industrial Relation.2pptsatyam mishra
The document provides an introduction to the topic of industrial relations, which it defines as the interactions between employers, employees, and the government that are mediated through institutions and associations. It discusses typical topics in industrial relations like trade unions, collective bargaining, and strikes. It outlines the main actors in industrial relations as governments, capital/employers, and labor/trade unions. It also differentiates industrial relations from human resource management in terms of individual vs collective perspectives and unitarist vs critical perspectives.
The document discusses key aspects of human resource management including attracting, developing, and retaining talent to support organizational goals. It outlines principles like strategic integration of HR processes, organizational flexibility, commitment, and quality. Specific HR activities are also detailed such as job analysis, recruitment, selection, performance appraisal, training, career development, and employee motivation. Lecturer selection criteria and a rating system are also presented.
Human resource development (HRD) involves planned activities designed to provide organizational members with necessary skills. It evolved from apprenticeship programs, vocational education, and factory schools. HRD aims to develop employees through training, organizational development, and career development. Effective HRD follows a process of needs assessment, design, implementation, and evaluation.
The document discusses the various benefits provided to members under the Employees' Provident Fund (EPF) schemes in India. It outlines the three major types of benefits: 1) Provident Fund benefits which include employer contributions and interest accrual, 2) Pension benefits such as pension for members and families, and 3) Death benefits such as provident fund payouts and insurance payouts to families. It also provides details on how to become an EPF member, withdraw funds, get a pension, transfer accounts, and avail advances.
The document summarizes the key provisions of the Employees' State Insurance Act. It provides six types of benefits: sickness, maternity, disablement, dependents', medical, and funeral expenses. Eligibility requirements and payment amounts are specified for each benefit. An employee cannot receive two benefits at the same time. Various forms are used to declare information, submit returns, and apply for benefits or changes. Failure to comply with contribution or reporting requirements can result in fines or imprisonment. Daily benefit rates have been increased by 20-50% and the funeral expense limit was raised to Rs. 3,000.
Soft skills are important for career success, especially in ITES. Key soft skills include communication skills, teamwork, presentation skills, interpersonal skills, time management, stress management, leadership skills, and professional ethics. Effective communication involves speaking clearly, using appropriate vocabulary, body language, and written communication skills like spelling and grammar. Presentation skills require planning, preparation, delivery, maintaining eye contact, speaking conversationally, and soliciting feedback.
This document provides tips and strategies for managing time and stress as a graduate student. It recommends listing tasks, scheduling your time around tasks rather than time blocks, and removing time from nonessential tasks if tasks remain. The document discusses examining different time perspectives, prioritizing tasks, using small blocks of time efficiently, and dealing with procrastination and distractions. It also addresses what stress is, sources and signs of stress, and strategies for managing stress like exercise, maintaining a schedule, and reducing sources of stress.
Supervisors Briefing 2007 Program Changes Final4 30 072satyam mishra
This document summarizes changes to NASA's employee performance communication system. Key changes include transitioning from a 5-level to 3-level rating system, strengthening the link between individual and organizational goals, increasing supervisor training requirements, and adjusting performance award eligibility and consequences. The revised system aims to better differentiate performance and link it to agency goals.
This document discusses anxiety and stress management. It defines stress and lists common stress symptoms. It then explores various causes of stress like anxiety, life changes, disorganization, time constraints, and physical limitations. The document recommends strategies to reduce stress such as taking control of your time, taking breaks, having a positive attitude, seeking help from others, exercising, practicing skills, and using coping mechanisms when stressed like deep breathing and positive self-talk.
The document discusses stress management techniques to enhance mental and physical energy in the workplace. It explains the mind-body connection to stress and provides techniques like mindfulness meditation and progressive relaxation exercises to help manage stress. Benefits of mindfulness include taking people out of a "doing" state and helping them respond instead of react. The document also discusses creating a personal relaxation program using tools like relaxation tapes, aromatherapy, and scheduled relaxation time.
Stress is the body's response to real or perceived threats or changes. There are different levels of stress, including eustress which motivates action, and distress which occurs when stress levels are too high or low. The body goes through alarm, resistance, and exhaustion stages in response to stress. A student stress rating scale can be used to assess stress levels based on life events, with higher scores indicating higher stress. Strategies for managing distress include physical relaxation, positive thinking, spiritual practices, humor, and developing new skills.
The document discusses stress management and provides strategies for dealing with stress. It defines stress as the body's response to demands placed on it and notes that moderate stress can improve performance while too much leads to anxiety. It identifies common stressors like school, work, and relationships. Negative effects of stress include physical issues like weight changes and emotional issues like mood swings and anxiety. The document recommends strategies for managing stress such as relaxation exercises, physical activity, meditation, counseling, changing perceptions, and scheduling self-care time. Benefits of managing stress include improved physical and emotional health and an increased ability to focus.
The document outlines a stress management workshop that will teach participants about stress, its causes, and effective coping strategies. It defines stress and outlines physical, cognitive, and emotional symptoms of distress. Participants will do exercises to become aware of tension in their body and identify stressful times. They will learn techniques like altering stressful situations, avoiding triggers when possible, and accepting what they can't change. The workshop promotes developing personal resources and commonly used strategies like spending time with others, nature, exercise, hobbies and music to better manage stress.
How To Manage Stress And Time Workbook For 4 16 09satyam mishra
The document provides tips for managing stress and time more effectively. It discusses how stress management relates to time management and lists four free ways to reduce stress through breathing, laughing, walking, and writing. It also identifies poor planning, procrastination, paperwork disorganization, phone issues, and unexpected visitors as five factors that can block effective time management. The document encourages prioritizing tasks and regularly assessing the best use of one's time.
This document provides an overview of sexual harassment awareness and prevention training. The objectives are to define sexual harassment, identify types of harassing behaviors, apply Commonwealth policy prohibiting it, and report harassment according to policy. It discusses what constitutes sexual harassment, reporting procedures, prevention strategies, and consequences for policy violations.
The document discusses industrial relations, which involves managing human resources in employment through practices like human relations, labour relations, and legal relations. It describes how industrial relations aim to balance the interests of management and employees by satisfying human needs and instincts while also achieving organizational goals. It provides examples of mechanisms used in the NTPC corporation to facilitate cooperation between management and unions through collective bargaining and participatory forums.
The document provides an overview of key labour laws in India including the Employees' Provident Funds & Miscellaneous Provisions Act, 1952, Factories Act, 1948, Industrial Disputes Act, 1947, Standing Orders Act, 1946, Minimum Wages Act, 1948. It outlines provisions around coverage, contributions, penalties, welfare measures, working hours, layoffs, closures, strikes and lockouts defined in these acts. Employers must comply with requirements around registration, maintenance of registers, payment of minimum wages and other conditions for the health, safety and welfare of employees. Non-compliance may attract fines or imprisonment as per the penal provisions under each law.
The document discusses the definition of "industry" under the Indian industrial disputes act. It covers:
- The definition includes any systematic activity carried out with cooperation between employers and employees for production/distribution of goods/services.
- Courts initially gave it a wide meaning but later narrowed it, before a 1978 ruling reestablished the wide interpretation.
- Key cases addressed whether entities like municipalities, hospitals and clubs could be considered industries.
- The definition of "workman" was also analyzed in the context of whether it included contractors and managerial staff.
How Do Flange Adapters Work and Why Are They Essential?Texas Flange
Discover how flange adapters work and why they are essential for seamless pipe connections. Enhance efficiency and ensure leak-free operations with top-quality flange adapters.
As the world spins on its axis, the constant ebb and flow of current events, technological advancements, and social trends shape our daily lives. Here are the top five predictions for today that are set to influence various facets of our global society:
1. AI Integration in Daily Life
Artificial Intelligence (AI) continues to embed itself deeper into our everyday routines. Today, expect to see more AI-driven solutions in sectors like healthcare, finance, and education. Personalized learning experiences powered by AI algorithms are becoming mainstream, while in healthcare, AI is aiding in early diagnosis and personalized treatment plans. Financial institutions are increasingly relying on AI for fraud detection and customer service automation.
2. Stock Market Fluctuations Amid Economic Uncertainty
The stock market remains a rollercoaster, reflecting global economic uncertainties. Inflation concerns, geopolitical tensions, and shifting monetary policies are likely to cause significant fluctuations. Investors should brace for a volatile day as markets react to new economic data and policy announcements. Keep an eye on tech stocks, which are particularly sensitive to changes in interest rates and investor sentiment.
3. Climate Action and Environmental Policies
With climate change becoming an ever-pressing issue, today's headlines will likely feature significant climate action. Governments and organizations are set to announce new policies and initiatives aimed at reducing carbon footprints and promoting sustainable practices. From renewable energy investments to stricter emission regulations, these efforts are critical in the global fight against climate change.
4. Breakthroughs in Medical Research
The field of medical research is on the cusp of several groundbreaking discoveries. Today, we anticipate announcements of advancements in treatments for chronic diseases such as cancer, diabetes, and neurodegenerative disorders. Innovative therapies, including gene editing and personalized medicine, are set to offer new hope for patients worldwide. These breakthroughs not only promise to improve health outcomes but also to revolutionize medical practices.
5. Social Media Trends and Digital Influences
Social media platforms continue to shape public opinion and cultural trends. Today, expect new viral challenges, influencer endorsements, and social justice movements gaining traction online. With platforms like TikTok and Instagram driving much of the digital conversation, brands and public figures will leverage these channels to connect with audiences and promote their messages. Be prepared for a flood of new content that could spark debates and inspire collective action.
As these predictions unfold, they will undoubtedly impact various aspects of our lives. Staying informed and adaptable is key to navigating the rapid changes in today's dynamic world.
Virtual Production Tool Set and Technologies Redefining Cinema.pdfvirtualproduction38
Discover how Virtual Production Tools and cutting-edge tech are revolutionizing filmmaking! Unleash creative freedom with virtual sets and in-camera VFX.
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Organisational success today hinges on effectively understanding and responding to customer needs across diverse segments with varying expectations and preferences. Indeed, with consumers becoming increasingly demanding, it is more important than ever to prioritise customer experience excellence at every touchpoint.
Ensuring exceptional customer experiences at every level of your organisation is crucial. While customer needs might be different, you must build deep customer experience skills and knowledge to accurately identify, address, and enhance the various grey areas in your customer value journey.
Failing to do this can lead to customer attrition and lost opportunities. A few key considerations can ensure your organisation is on the right track to deliver outstanding experiences.
In this deck, you'll learn the secrets to improving your organisation's customer experience.
You'll also learn:
âą How you can measure Customer Experience
âą What is means to manage your Customer Experience (CX) and the key components for effective implementation
âą Tested strategies to elevate your Customer Experience
âą And lastly, the difference between Customer Experience and Customer Service.
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A Complete Guide of Dubai Freelance Visa and Permit in 2024Dubiz
Dubai warmly welcomes professionals from every field, including freelancers. The cityâs strong economy provides a fertile ground for freelancers to thrive and succeed. With the rise of digitalization and changes in employment trends, many people are choosing freelance careers for the independence and flexibility they offer. And where better to start your freelancing journey than in Dubai? However, to begin your journey, you will first need to get a freelance permit and a freelance visa Dubai.
Letâs begin by exploring the opportunities for freelancers in Dubai and learn how to obtain the necessary visa and permit, including associated requirements and costs.
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Appraising Performance
1. Appraising Performance: Strategies and Lessons Learned Wendy K. Soo Hoo, Assistant City Auditor City of Seattle November 2004
2. Agenda What the Experts Say About Performance Appraisals What Do You Think? Performance Appraisals Versus Performance Management⊠and Other New Practices Conducting Effective Meetings About Performance (and Other Difficult Conversations)
4. Performance Appraisal Definition A PERFORMANCE APPRAISAL IS: One of those special human encounters where the manager gets no sleep the night before, and the employee gets no sleep the night after. â Thomas B. Wilson
5. Overarching Goal To create and promote a workforce that can achieve the organizationâs mission to provide the most value to its stakeholders
6. Elements of Traditional Appraisals Goal Setting âSupervisors set performance objectives or standards for individual employees; Measures âTasks or levels of performance are used to gauge whether person has achieved his/her goals; Feedback âComparison of performance to goals is usually provided at end of performance period; Performance Rating âSupervisor judges overall performance and gives numeric rating; Merit Pay âPay increase based on performance rating and market price for position.
7. Performance Appraisals in Your Organization Are managers in your organization required to conduct performance appraisals? 1 = Yes 2 = No Do you give performance appraisals, do you receive a performance appraisal, or both? 1 = Give Appraisal 2 = Receive 3 = Both
8. Appraisal Process Objectives Managers : Recognize and reward top performers. Employees : Obtain honest, timely feedback, development and coaching. Compensation Managers : Ensure that dollars allocated according to performance. Human Resource Executives : Identify top performers and plan for their development and succession.
9. Whatâs Wrong With This Picture? Managers are usually uncomfortable with appraisal process. Employees are not happy with the assessment of their performance. Most organizations (90%) do not consider performance appraisals to be effective.
10. Appraisal process can effectively serve several functions One-size-fits-all works well for supervisors and employees Ratings are motivating People withhold effort without incentives Often one function undercuts the other (e.g., employees focus on pay) Different preferences in coaching, receiving feedback Ratings donât provide useful information and can be demoralizing People are intrinsically motivated to perform well when work is meaningful Myths Reality
11. Why Appraisal Processes Often Fail Appraisal process only operates for part of the yearânot meaningful if goals are not monitored. Ratings are based on managersâ opinions, only include what managers remember. Managers avoid honest feedback to prevent conflict. Organizations try to meet too many objectives (feedback, development, pay raises, etc.). Employees believe criteria are vague, subjective; can be demoralized by ratings, especially when pay is involvedâŠâŠ
12. Linking Pay to AppraisalsâA Good Idea? At least two dozen studies over the last three decades conclusively documented that people who expect a reward for completing a task, or for doing that task successfully, simply do not perform as well as those who expect no reward at all. âHarry Levinson
13. Rewards or Punishment? Pay is not a motivator, but it can be a de-motivator when it is inequitable Rewards can create conflict between managers and staff, or among staff members Rewards undermine interest because artificial incentive cannot match intrinsic motivation
14. Merit Pay Increases and Performance Appraisals Should merit pay increases be included in the performance appraisal process? If the purpose is to provide feedback, encourage development, probably not . If the purpose is to reward the individualâ maybe . Merit pay increase should be given when individual shows new capabilities over a sustained period, rather than end-of-the-year appraisal.
15. Remember Myers-Briggs Anyone who supervises someone else should: Look carefully at the assumptions made about motivation. Assess the degree to which carrot-and-stick assumptions influence own attitudes. âHarry Levinson
16. What Do You Think? On a scale of 1 to 5, what do you think of the performance appraisal process? 1 = Performance appraisals always meet these objectives. 2 = They meet some of these objectives. 3 = They are a necessary evil. 4 = They could/should be improved if we continue to use them. 5 = Performance appraisals should be eliminated altogether.
17. What Do You Think? Do appraisals encourage you to work harder? 1 = Yes, I work harder because of the appraisals. 2 = Yes⊠at least for the the month before or after my appraisal. 3 = No, my effort would have been the same with or without an appraisal. 4 = No, I find performance appraisals discouraging and ineffective, which impacts my work effort.
18. So What Do We Do Instead? Performance Management and Other New Practices
19. Typical Process Ideal Process Highly subjective Unilateral (only from the managerâs perspective) Little focus on future capacity Uncertain link to business success drivers Explicitly defined Mutually understood, with multilateral communication Strong development focus Grounded in business success drivers
20. SMART S pecificâGoals and criteria should be clearly defined; M eaningfulâEvaluation process should impact behavior; A chievableâGoals should be realistic; process should provide incentive to perform beyond expectations; R eliableâProcess should achieve desired objectives; T imelyâPerformance reviews and feedback should occur more frequently than once each year.
21. Performance Management Performance management is the process of creating a work environment in which people are enabled to perform to best of their abilities. Begins when a job is defined and ends when the employee leaves your organization.
22. Performance Management at the Organization Level Clearly define and communicate the organizationâs mission, strategies, and performance goals. Provide appropriate training for managers on giving feedback. Ensure employees receive ongoing feedback and appropriate training. Align job descriptions with organizational goals. Conduct exit interviews to understand why valued employees leave the organization.
23. Performance Management at the Manager Level Involve employees in goal-setting process; goals should be flexible enough to reflect changing workplace conditions. Clearly articulate performance metrics used to measure employeeâs success in meeting agreed-upon goals. Provide training to employees to strengthen performance and advance career. Provide ongoing âon the jobâ feedback.
24. Performance Management at the Employee Level Develop performance goals with his/her manager. View manager as a coach or mentor rather than someone who passes judgment. Be receptive to feedback. Donât rely on manager to provide all the feedbackâemployee is also responsible for providing information on his/her performance.
25. Other New Approaches Evaluations in new systems are not conducted for raises, promotions, or bonusesâinstead for development and communication. Most important aspect in all is multilateral communication between employee, managers, and others, rather than one-way communication.
26. Examples Pass/fail systems or no ratings at all Peer reviews Self-reviews Upward assessments 360-degree feedback
27. Owning the Solution If people do not participate in and âownâ the solution to the problems or agree to the decision, implementation will be halfhearted at best, probably misunderstood, and more likely than not fail. â Michael Doyle in forward to Kaner, Sam Facilitatorâs Guide to Participatory Decision Making New Society Publishers, Gabriola Island, BC 1996
28. Recapping the Key Points Expectations should be linked to business objectives; Performance goals should be established; People should be coached, mentoredâemployees should be motivated; and Assessments relying solely on supervisorâs perspective will have limited value.
29. Are You Using Any New Techniques? 1 = Yes, and itâs more effective than the traditional appraisal process. 2 = Yes, weâre still evaluating the effectiveness. 3 = Not yet, but weâre thinking about it⊠4 = No, weâll probably always use the traditional appraisal process.
31. Four Stages of Difficult Conversations Prepare Initiate conversation Explore their story, then yours Collaborate on resolution
32. Stage 1: Prepare Consider your objectives and approach Conduct researchâif youâre the manager, review the employeeâs file, outline some topics and talking points, do a mental walk-through. Employee should consider their performance as well and prepare notes or jot down concerns and questions. Be open to multiple perspectives Adopt a positive mindset (see next slide)
33. Choose a Positive Context When a conflict is framed in a negative context, the focus is on power, and will likely result in a winner and a loser. Focusing on improvements instead of mistakes can defuse the tension.
34. Stage 2: Initiate Conversation Invite conversation and share your purpose Key practice : describe the issue/problem as a difference in perspective Avoid problem solving during initial stage of conversation Acknowledge feelings, which are frequently core issues, before attempting to solve stated problems
35. Stage 3: Get Their Story-- Then Tell Them Yours Start with their story Donât assume that you know their story Donât push backâListening does not imply agreement Express your views and feelings after their story is finished
36. Your Story Start with the most important points State what you mean clearly to avoid assumptions Share how you formed conclusions Avoid words like âneverâ or âalwaysâ or âfaultâ Present your story as âyour truthâ not âthe truthâ
37. Stage 4: Collaborate on Resolution Invite the other person to help identify solutions Invite the other person to come back if attempted resolution is not successful Remain hopeful that mutually acceptable solution is possible Recap major points, be sure to end on encouraging note
38. Key Sources Wilson, Thomas B. Innovative Reward Systems For the Changing Workplace , McGraw-Hill, New York 1994. Flannery, Thomas P., et. al., People, Performance, and Pay , The Free Press, New York 1996. Various articles published on human resource websites
Editor's Notes
Today, obviously, Iâm going to talk about performance appraisals. Weâre getting to the end of the year, which is when many companies and organizations start their performance appraisal process, so I hope that this presentation is timely, if nothing else. In my presentation, Iâm going to summarize what human resource experts say about performance appraisalsâIâll touch on what managers think, how employees react, and the overall effectiveness of the performance appraisal process. Throughout the presentation, Iâll be asking you some questions using these voting devices, which Iâll explain in a bit. Iâll also talk about some new practices that human resource experts are advocating, and if we have time, Iâll conclude with a few slides that focus on how to deal with difficult conversationsâtheyâre soft skills that most everyone has probably heard, but theyâre always worth hearing again.
Performance appraisals are very commonâperformance appraisals are given in approximately 80% of workplaces. I personally do not give performance appraisals at this pointâI supervised two work study interns, who I had to evaluate annually, but most of my experience comes from the employee side.
A number of myths lead organizations to continue using the appraisal processâŠ
When goals arenât monitored year-round, the whole appraisal process is not taken seriously. Managers often lack sufficient information to judge performance accurately, so they have to rely on their opinions. Managers avoid giving honest critiques because they donât want any conflict. Often times managers dread the appraisal process as much as employees do, so they procrastinate and donât prepare adequately. Employees can be demoralized by ratingsâa study I read cited a statistic that said that 80% of people see themselves in the top 25% of all performers. So 55% will be really demoralized by honest feedback about where they stand.
Managers are creating a workplace in which people feel controlled, not an environment conducive to exploration, learning, and progress.
Should merit pay be included in the performance appraisal? It depends on what you want the performance appraisal process to doâŠ
Managers should be aware of what motivates their peopleâthere are many kinds of ways to ârewardâ someone. In additional monetary rewards, managers can use verbal/social reinforcements (praise at a staff meeting, or in a one-on-one conversation), symbolic or tangible rewards (a plaque, or even a gift certificate to a restaurant or movie theater), work-related rewards (such as a promotion, special training opportunities).
Pass/fail systems rather than individual performance ratings, or no ratings at all, to emphasize feedback and future improvementâratings, as mentioned before, can be demoralizing, so assessments that focus on qualitative feedback are becoming more popular. Peer review systems rather than manager-driven systemsâpeer reviews often have a high level of worker acceptance and involvement; they tend to be task-relevant and accurate. By helping peers to understand each othersâ work and airing grievances in a non-threatening manner, peer reviews may also help people to get along better. This means better performance overall for the organization. These work best if all parties know that the reviews will not be used for setting pay or making decisions about promotions or disciplinary actions. Self-assessments are based on the idea that employees are the most familiar with their work. These self-reviews change the managerâs role to a counselor rather than a judge; this type of process can increase an employeeâs commitment to improving performance. In organizations where managers are supervising large groups, upward assessments can be a useful tool. Upward assessments show areas where managers can improve performanceâand this can increase their credibility with employees and improve communications. Managers (like employees) must be helped to accept and deal with the results of the assessment. 360s are the most comprehensive and costly type of appraisalâit includes self-ratings, peer review, and upward assessments. Feedback is sought from everyone, including customers or clients. Although itâs costly, this type of evaluation generally has high employee involvement and credibility and may have the most impact on an employeeâs behavior or performance.
Difficult conversations are often a precursor to collaboration: they are a way to build trust. One way to make difficult conversations less difficult is to think about them in five stages. The first two stages should occur even before the conversation takes place. These are to, first, prepare for the conversation, and second, to imagine a resolution. Third, you want to invite the other person to have a dialogue, in which youâll listen to their perspective and then explain yours. Finally, you should use this conversation to begin to collaborate on achieving a mutual resolution.
Donât initiate a difficult conversation without doing sufficient preparation. Planning ahead of time allows you to imagine and practice for the âworst case scenarioâ Be open to the possibility that there are usually multiple realities: be curious about the other personâs version. They might know something that you donât. Conflict can result when there are differences in 1) information; 2) observation; 3) interpretation; or 4) conclusions Choose a positive mindset- you have a choice about your mindset. Employee should prepare to
It is important to have a positive mindset so that the other participant does not feel like they are on the losing end of a power struggle. Focusing on potential improvements or what can be achieved will help defuse the tension during the conversation. It is important to remember that one objective of the conversation is to help improve the relationship, cooperation, and overall performance. Remaining open to the other personâs suggestions will go a long way toward achieving this objective.
When you initiate a difficult conversation, you want to explain your purpose and make sure that the other person feels comfortable enough to have a dialogue. Frame your points as things youâve noticed from your perspective and acknowledge the other personâs feelings or observations before trying to resolve any issues. Example of different stories: I notice that we have different timelines for doing the dishes or I notice that our meetings are starting consistently 10 minutes late.
The biggest impediment to problem solving is blame; too much focus on figuring out who to blame can result in the problem being ignored Whenever you hear someone say something like âYouâre lying!â You should automatically be curious and ask questions. Curiosity about the other personâs story will help you understand the situation more fully, and asking questions will show them that youâre trying to understand their perspective. Questions you should ask yourself include: I wonder what part of this is most important to them? What could bring us together on this issue?
Start with the points that you most want to get across and be clear about how you formed your conclusions; avoid extreme words like always or never; and remember to communicate to the other person that you are open-minded to their side of the story. Remember to be prepared for negative reactions. If youâre the manager, when you talk about poor performance, the employee may get upsetâthey could be angry and hostile, or they could cry or have some other kind of emotional outburst. If the appraisal session deteriorates, terminate it and reschedule the meeting. I think that as an employee, if you can tell youâre about to have a breakdown, it might be a good idea to say that you need some time to digest what the manager has said so that you can respond most effectively.
Be aware that the employee may lob a few negative comments at this point. Make sure that youâve acknowledged their concerns and invite them to help identify improvements. Let them know that you are open to meet again if an attempted resolution does not work. Or if you cannot work through an issue successfully during the first conversation, convey that you are open to meeting again until you are able to achieve a mutually acceptable resolution. You might say, âIâm really hopeful that we can talk through this issue.â