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| Series Editor's Preface | |
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| Preface | |
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| A Primer on Performance Management | |
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| The Truth about Performance Management | |
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| What Makes Performance Management So Hard? | |
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| The Goal of This Book | |
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| How Did We Arrive at Today's Best Practices? | |
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| How to Design and Implement a Successful Performance Management Process | |
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| Getting Started | |
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| What Is the Purpose of the System? | |
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| What Type of Rating Will Be Made? | |
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| Will Managers Provide Narratives to Support Ratings? | |
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| Will Information Come from Multiple Rating Sources or Only the Manager? | |
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| Will Processes Be Included for Managers to Calibrate Their Ratings? | |
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| What Performance to Measure? | |
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| Ensure Support for the New System | |
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| Provide Guidance Representing their Constituency | |
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| Share Information | |
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| Serve as a Conduit for Convincing Others about the Merits of the New System | |
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| Pilot Test the System Components | |
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| Realistically Assess the Organization's Appetite for Performance Management | |
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| Plan the Communication Strategy | |
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| A Model Performance Management Process | |
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| Step 1 Leaders Set Organization, Division, and Department Goals | |
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| Step 2 Managers and Employees Set Objectives and Discuss Behavioral Expectations | |
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| Step 3 Managers and Employees Hold Ongoing Performance Discussions | |
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| Step 4 Employees Provide Input on Own Perceptions of Performance | |
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| Step 5 Knowledgeable Rating Sources Provide Input on Employee Performance | |
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| Step 6 Managers Rate Performance | |
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| Common Rating Errors Managers Make When Evaluating Performance | |
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| Addressing Rating Leniency | |
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| Narratives to Support Ratings | |
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| Step 7 Managers and Employees Hold Formal Review Sessions | |
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| Step 8 HR Decisions are Made - Pay, Promotion, Termination | |
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| Practical Training Exercises | |
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| Performance Management System Implementation | |
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| Automation of Performance Management Processes | |
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| Functionality Provided by Automated Systems | |
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| Buy versus Build Decision | |
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| Potential Consequences of Automation | |
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| Implement an Appeals Process | |
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| Pilot Test | |
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| Train Employees and Managers | |
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| Evaluate and Continually Improve the System | |
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| Assess Quality Using a Formal Performance Management Review | |
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| Assess Alignment with Related HR Decisions | |
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| Evaluate User Reactions | |
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| Practical Exercise | |
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| How to Develop Solid Performance Measures | |
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| Legal Requirements | |
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| Adverse Impact | |
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| Validity | |
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| Developing Objectives and Measuring Results | |
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| Linking Individual Objectives to Higher-Level Goals | |
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| Identifying Individual Objectives | |
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| Ensuring Expected Results of Objectives are Measurable | |
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| Overcoming Challenges in Using Individual Objectives for Performance Management | |
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| Setting Objectives Collaboratively with Staff | |
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| The Bottom Line | |
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| Practical Exercises | |
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| Developing Behavioral Performance Standards | |
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| How Many Competencies? | |
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| How Customized Should Performance Standards Be? | |
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| How Much Customization for Different Jobs? | |
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| How Many Effectiveness Levels? | |
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| How Many Job Levels? | |
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| An Efficient Approach to Developing Competencies and Performance Standards | |
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| Step 1 Develop Competencies Defined by Important Work Behaviors | |
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| Step 2 Validate Competency Model | |
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| Step 3 Develop and Confirm Appropriateness of Performance Standards | |
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| Weighting Competencies | |
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| The Bottom Line | |
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| Conclusion | |
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| Notes | |
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| Author Index | |
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| Subject Index | |