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HRM 351: Performance and Talent Management

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Bryce Bertoli

on 8 February 2013

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Transcript of HRM 351: Performance and Talent Management

CHAPTER 7 - Performance and Talent Management Vanshj Seth - Introduction
Dmytro Kovalyov - Key Definitions
Michelle Mak - Jack Welch Article
Bryce Bertoli - Disney Evaluation
David Schuster - ROTC Evaluation
Shayla Hixson - Conclusion Appraising Performance What is it?
Why appraise Performance?
Importance of Continual Feedback Application of Performance and Talent Management... Setting SMART Goals
Developing Managerial Talent (Case Study) European Journal of Training and Development - Maura Sheehan Old School Peer Appraisals
Rating Committees
Self-Rating
Appraisal by Subordinates 360-Degree Feedback All-around Employee Information collected
For Developmental rather than Pay Purposes
Online Appraisal Surveys
Computerized Systems create Reports
Meeting with Supervisor Advantages/Disadvantages of the 360-degree feedback Multisource Feedback can lead to Small Improvements
Most Successful when Change was Necessary
Positive View of the Change Process
No Rewards and Promotions Involved Ways to Improve 360-degree Appraisals Carefully train the People who are... Giving & Receiving the Feedback Anchor the Rating Dimensions - "Conflict Management" -> "Effectively deals with Conflict" Feedback Value needs to be... Productive, Unbiased, & Development-oriented Reduce Administrative Costs by using Web-based System - Capable & Effective Forced Distribution Method Manager places Predetermined Percentages of Subordinates... in Performance Categories Sun, Microsoft, Conoco, & Intel use FDM Forced Distribution Advantages & Disadvantages Advantages - Decisive Performance Evaluation per Employee
- Emphasizes Top and Bottom Performers Disadvantages -Damage to Morale
- Interdepartmental Inequities
- Managerial Bias
- Office Politics Example: Jack Welch & GE General Electric's CEO 1981-2001
Company Value rose 4,000%
2006 Net Worth: $720 Million Welch's Forced Distribution Top 20%: Stars - Fine Balance between Ego and Performance
- No one is "Irreplaceable" Middle 70%: Future Stars
Bottom 10%: - Sliders: goes through the Motions
- Disrupters: Opposition just because Middle 70%: Heart and Soul Future Stars
Main Focus of Management
Can stratify into own 10%/70%/20% - Treat each category accordingly Management by Objective Method Set Organizational Goals - Four Keys
Set Departmental Goals - Safety
Discuss Departmental Goals - Breakouts
Define Expected Results - Professionalism
Conduct Performance Reviews - Audits
Provide Feedback - Manager Meetings Disney Evaluation Form What type of Appraisal Method is this? Graphic Rating Scale Method Alternation Ranking Method
Paired Comparison Method
Forced Distribution Method 360-Degree Feedback Resort Manger Recreation/Dining Manager Recreation Managers Coordinators Lifeguard Lifeguard Lifeguard Lifeguard Other Managers Customers - Verbatims
- Guest Survey (Departments)
- Front Desk - GSF Cards
- Comments/Complaints - Employee Evaluations
- GSF Cards Guest Service Fanatic Cards AFROTC Experience Real and Practice OPRs (Officer Performance Reports)
Are the Rater and Ratee
Provides Feedback and Expectations for Ratee
Long-term Performance Record
Used for Promotion AFROTC Experience Analysis AFROTC provides Good Practice
Helps Cadet Communication (up and down COC)
Rater = Manager in Workforce AFROTC Experience Reward your People for Hard Work
Face to Face Feedback is a Positive
Put in Position to make Difficult Decisions Sample Documents(OPRs) Presentation Sources THANK YOU! [People Management Practice #5] "Fight gravity, and instead of taking the
middle 70 percent for granted, treat them like
the heart and soul of your organization." Disney Experience THANK YOU!!! -Establish Self-Improvement Plan 3 Sheehan, M. (2012). Developing managerial talent. European Journal of Training and Development, 36(1), 66-85. doi: http://dx.doi.org/ 10.1108/03090591211192638 Welch, Jack, and Suzy Welch. Winning. New York: HarperBusiness, 2005. Print. "Jack Welch Biography." Investing Value - Business and Investment Portal. N.p., n.d. Web. 7 Feb. 2013. <http://www.investingvalue.com/investment-leaders/jack-welch/index.htm>. "Past Leaders. GE.com." Imagination at Work. N.p., n.d. Web. 7 Feb. 2013. <http://www.ge.com/company/leadership/past-leaders>. 1 2 3 4 http://www.e-publishing.af.mil/shared/media/epubs/afi36-2406.pdf
http://afmentor.com/mentor/au_opr_epr_guide.pdf 5 EXAMPLE 4 1 4 4 b,c Harvard Study Why do 30% of Harvard MBAs make...
Ten Times as much as the other 97% Combined? The 13% of the Class who had Goals were earning...
on Average Twice as much as the 84 % who had no goals at all. The three percent who had clear written goals were earning...
on average, ten times as much as the other 97 % put together. "Why 3% of Harvard MBAs Make Ten Times as Much as the Other 97% Combined." Personal Development RSS. N.p., n.d. Web. 07 Feb. 2013. "ERE.net." EREnet RSS. N.p., n.d. Web. 07 Feb. 2013. a b c Apple's Talent Management Step 1 : Lean Talent Management
Step 2 : Build and Reinforce Performance Culture
Step 3 : Rather than a Work/Life Balance
-> Emphasize the WORK Implementing a System Performance Appraisal: Performance Management: Continual and Immediate Feedback - 360-Degree Feedback
- Evaluation Cards - Forced Distribution Method
- Manage by Objective Method -Essential for Growth of Employees Key Points Conclusion People Really Matter Communication of Goals - Through a Nurturing and Supportive Culture - Performance Appraisal
- Performance Management a 5
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