Performance Review Discussion Ppt1

8/6/2019 Performance Review Discussion Ppt1

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Presented by :Dhanya v

Janaki U MenonKeerthana CPalaniappan N


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What is PRD

y Defined as the help provided by a manager to hissubordinates in analyzing their performance and other jobbehavior in order to increase their job effectiveness

y PRD is a substitute name for what used to be referred toearlier as performance counseling


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Overview on PRDy

Systematic review of performance of the appraisee and appraiser.

y Focus on appraise

y Extent to which appraisers performance have impacted the

appraise

y Identify negative and positive factors that affected appraisesperformance

y Prepare action plans

y Main focus on entire performance over a particular period


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y Exclusive focus on a particular problem or issue mayprevent PRD.

y Success rests jointly on the appraiser and appraise

y Essential to conduct PRD at least once in a year

y Depending on the needs of appraise

y Time availability of the appraiser.


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Objectives of PRD

APPRAISER

y Helping to realize his potential as manager or leader(strengthsand weaknesses).

yTo have better understanding of the environment.

y Encouraging him to set goals for further improvement.

y Creating an empathetic atmosphere.

y Help to develop various alternatives and action plans.

APPRAISEE

y

Increasing his personal and interpersonal effectiveness.


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Conditions foreffective PRD

y General climate of openness and mutuality

y General helpful and empathetic attitude of management

y Sense of uninhibited participation by the subordinates inthe performance review performance

y Dialogic relationship in goal setting and performancereview

y Focus on work-oriented behavior

y Avoidance of discussion of salary and other rewards


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What constitutes PRD?y PRD given by one who is senior to the other person in

y competence

y Knowledge

y psychological expertise

y hierarchical position

y Three main processes involved in PRDy Communication

y Influencing

y Helping


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Responding ,initiating Empathy

Listening

Communication

Feedback

Helping

PRD

Development

Mutuality

Influencing

Identification Positivereinforcement

Autonomy

THE PROCESS OF PRD


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Communicationy Basis of performance review

yEmployee and reporting officer involved

y Listening

y First effective step in communication

y Include cognitive messages and hidden messages


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Communication

Asking questions and responding

y Questions that do not help

y

Critical questionseg : Why did you fail to achieve your targets?

y Testing questions- evaluate the person making the

person defensive

y Leading questions

eg : You could not attain the target because the

maintenance department did not co-operate?


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CommunicationQuestions that are helpful

y Testing questions

y eg : How do you think I can deal with the problem Iamfacing?

y Clarifying questions

y eg: You are worried about your lack of knowledge of the

new system. Is that so?y Open questions

y eg: Why do you think we have not achieved the targetsthis year while the other company has done so?


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Communicationy Responding to questions

y Useful to employee

eg : being empathetic, supportive, explore responses

y Dysfunctionaleg: alienating the employee, criticizing him

y Feedback

y Important input for increasing self-awareness

y Helps to reduce blind area of a person

y To become aware of strengths and weakness

y Higher mutuality


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Communicationy Feedback should be made effective

y Giving feedback from ones own experiences

y Intended to help

y Data based and specific

y Reinforces positive new behavior

y Suggestive and not prescriptive

y Person should feel encouraged to explore new ways toimprove behavior

y If not he may be forced to adopt defensive behavior


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Communicationy Defensive behavior include

y Denying feedback

y Rationalization

y Quick acceptance without exploration

y

Aggression to person giving feedback

y Cynicism

y Generalization


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Influencingy Making an impact on the person in a relationship

y

Influencing in effective PRD involve three aspectsy Increasing autonomy of the person

y By positive influencing

y Indirect mode of influence

y

Positive reinforcementy Identification of the employee with his manager


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Helping

ESSENTIALS

y

Concern and empathy

y Mutuality of relationship

y Identifying development needs


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Concern and empathy

y Manager should concern for his employee

y

Concern shown by the appraiser should able to empathisewith his subordinate

y Without such genuine concern,PRD may degenerate in to a

ritual and cannot achieve its goals.


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Mutuality ofrelationship

y PRD is not merely giving help but also receiving help onvarious aspects

y Unless such relationship is established-PRD cannot beeffective

y

Although appraiser is superior, he continues to learn andreceive help from the appraise.


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Identifying development needs

y The main purpose of PRD is to identify development needsof the employee.

y Techniques suggested by morrisay

y You-we technique

y

Second -hand compliment

y Advice-request

y summary


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Sequentialprocess of PRD

Mutuality and support

y

Mutuality-working together and developing future plans

y Support-acceptance of employee as total person with hisstrength and weakness and encouraging


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Threephases of PRD

y Rapport building

y

Exploration

y Action planning


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Exploration

y The appraiser attempts to help the employee to understandhimself and his problems better

yHe may raise questions to help the employee explore hisproblems and diagnose.

y Essentials of exploration phase

exploringproblem identification

diagnosis


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Action planningphase

y The appraiser and the employee jointly workout or plan forthe development of the employee

y He makes a commitment to provide specific support to aidemployee development

y Essentials of action planning phase

searchingdecision making

supporting


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Behavioral EventInterview(BEI)


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BehavioralEvent Interview

y Past Behavior

y Structured Interview

y Open-Ended Questions

y Past-Performance in Key CompetencyArea

y Effective and Ineffective Events

y The best predictor of future behaviour is the past behaviour.


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Behavioral Vs. TraditionalInterviewsBehavioral Interview Traditional Interview

Give an example of a goal you reached andtell me how you achieved it.

What are your long range careerobjectives?

Give an example of an occasion when you

used logic to solve a problem that you havefaced.

What major challenges and problems did

you face?

Have you handled a difficult situation witha co-worker? How?

What will you do if you face a difficultsituation?

Give a recent example of what you didwhen your schedule is interrupted?

What will you do if your schedule isinterrupted?

Tell me about how you worked effectivelyunder pressure.

What are your strengths and weaknesses?

Describe a decision you made that wasunpopular and how you handledimplementing it.

What do you expect to be earning in fiveyears? Why did you choose this career?


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Limitations

y Time-consuming

y

Self-Serving

y Based on decisions, actions, thoughts and feelings. Not onknowledge

y Guess work and Personal judgement.

Performance Review Discussion Ppt1

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