Description
Learning, training, and talent development are some of the most important methods to align staff with organizational strategy. They can help the organization to ensure that employees are equipped with the necessary competencies needed to address today’s ever-changing work environment (due to technological changes, marketplace disruptions, innovative practices, etc.). To ensure the effectiveness of a performance management program, learning, training, and development must be encompassed.
Select an organization that you have worked for or are currently employed by. Then, explain the following:
- How is learning, training, and talent development incorporated into the performance management system?
- Imagine you are the HR Manager for this company. Explain what you would do to ensure that the learning, training, and talent development opportunities offered enhance workplace success and also meet the needs of Saudi Vision 2030.
Chapter 7
Rolling Out the Performance
Management System
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Overview
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Preparation
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
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Preparation
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Rolling out refers not only to
launching a new system from scratch,
but also, to revising and improving an
existing one
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Communication Plan Components
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Communication Plan
Answers the Questions:
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What is Performance Management (PM)?
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How does PM fit into our strategy?
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What’s in it for me?
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How does it work?
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What are my responsibilities?
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How does PM relate to other initiatives?
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Cognitive Biases That Affect
Communications Effectiveness
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Selective Exposure
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Selective Perception
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Selective Retention
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Recommended Appeals Process
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Minimizing Unintentional
Rating Errors
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Rater Error Training (RET):
• Make raters aware of types of rating
errors they are likely to make
• Help raters minimize errors
• Increase rating accuracy
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Rater Error Training (RET)
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Frame of Reference Training (FOR)
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Goal of FOR*
• Raters develop common frame of reference
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Observing performance
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Evaluating performance
Expected results of FOR
• Raters provide consistent, more accurate ratings
• Raters help employees design effective
development plans
*Most appropriate when PM appraisal system focuses on behaviors
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Frame of Reference Training (FOR)
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Frame of Reference (FOR) Training
How does FOR training help counter
biases in performance ratings?
What are some obstacles to
implementing FOR training within
organizations?
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Behavioral Observation Training (BO)
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Goals of BO
• Minimize unintentional rating errors
• Improve rater skills by focusing on how
raters:
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Observe performance
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Store information about performance
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Recall information about performance
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Use information about performance
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Pilot Testing
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Pilot testing is done before the
system is implemented.
• Provides ability to:
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Discover potential problems
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Fix them
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Pilot Testing—Benefits
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Gain information from potential participants
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Learn about difficulties/obstacles
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Collect recommendations on how to improve
system
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Understand personal reactions
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Get early buy-in from some participants
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Get higher rate of acceptance
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Implementing a Pilot Test
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Roll out test version with sample group
• Staff and jobs generalizable to the
organization
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Fully implement planned system
• All participants keep records of issues
encountered
• Do not record appraisal scores
• Collect input from all participants
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Ongoing Monitoring and Evaluation
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When system is implemented, decide:
• How to evaluate system effectiveness
• How to measure implementation
• How to measure results
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Evaluation data to collect:
• Reactions to the system
• Assessments of operational and technical
requirements
• Effectiveness of performance ratings
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Company Spotlight
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BT Global Services used a three-step
approach to rolling out a new PM system
Workshops that helped executives articulate
why a new system was needed, what roles
employees would play, and how those roles
would contribute to the success of the
company
b. Training line managers
c. Ongoing monitoring of the program using data
from employee surveys, face-to-face meetings
with line managers, and team meetings
a.
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Indicators to Consider
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Number of individuals evaluated
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Quality of qualitative performance data
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Quality of follow-up actions
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Quality of performance discussion meetings
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System satisfaction
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Cost-benefit ratio or return on investment
(ROI)
Unit-level and organization-level
performance
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Quick Review
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Preparation
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Communication Plan
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Appeals Process
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Rater Training Programs
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Pilot Testing
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Ongoing Monitoring and Evaluation
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All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in
any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.
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