Performance Management

Introduction:

Using the job description as a base, develop performance standards for this particular position. Specifically you are to create the following:

1. A list of 5-10 performance standards

2. The type of performance assessment technique(s) you will employ and why

3. The controls you have employed to eliminate or reduce errors or bias in assessment

4. Who will perform the assessment and why

5. How the organization should use the assessment results

I chose to use the previous job description from unit one and two which was a human resource manager.

Performance standards are the key to determining success or failure of training programs or performance improvement efforts. They are a measuring stick which performance can be measured. Performance standards that are realistic and valid have a good chance of being successful.

In order to validate performance standards, performance itself needs to be defined. Most managers define performance as what people do, for example most managers equate behavior and performance as the same thing. It is important to separate behaviors from performance. For example if someone is consistently punctual, has a good attitude while at work does not mean that they are producing an appropriate amount of work and vice versa an employee may be unsociable and may have poor communication skills does not mean that they are not performing their job well.

It is important to design performance standards that are not behavior driven, and are related to the job function and are quantifiable, and they should let the employee know what is expected of them.

(Nickols 2000)

A list of 5-10 performance standards:

1. Human resources managers must speak and write effectively, and must be able to communicate with diverse workforces that have various cultural backgrounds, have different levels of education and experience.

2. They must be able to cope with conflicting points of view, function under pressure, demonstrate discretion, have integrity, are fair minded and persuasive.

3. Must be able to perform administrative duties such as enter data into computer systems, publish employee handbooks, write policies and procedures, research information, answer phones and answer routine questions, and must be familiar with all other departments functions.

4. Must be able to deliver PowerPoint presentations on company policies and procedures to executive officers within established deadlines without typographical errors.

5. Generate reports relating to hiring practices, compensation, benefits, and send these reports every month to department managers.

6. Must be able to train new hires in multiple areas of the human resources departments.

7. Must be able to develop and manage budgets for the HR department in a timely manner and send financial reports to department managers once a month.

8. Identify staff vacancies, recruit, interview and select applicants.

9. Perform difficult staffing duties, including dealing with understaffing, refereeing disputes, firing employees, and administering disciplinary procedures.

10. Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment, and recommend needed changes.

11. Analyze and modify compensation and benefits policies to establish competitive programs and ensure compliance with legal requirements.

(One net Online 2004)

The type of performance assessment technique(s) you will employ and why

"Performance Assessment relates to evaluating performance, and it is an important step in the overall performance management process. The assessment involves the establishment and documentation of essential job tasks and responsibilities, competencies, critical performance objectives, and goals that need to be achieved or performed during a specified performance period. It also involves the identification of career growth and development opportunities." (Rochester.edu 2004)

Managers should break down performance into steps such as reviewing employees job description, competencies, set dates for performance assessment meetings, complete assessment goals and objective forms, hold an assessment meeting and document the plan, and continue to provide feedback throughout the year. (Rochester.edu)

In order for performance assessment to work data gathering, observation and documentation need to be performed. These sources give good feedback as to whether goals are being met. There are many sources of data that we can use to check up on the performance management system. The different sources are: direct customers, executives, employees, managers, supervisors, and suppliers.

It is important to use these different sources to gauge how an employee is doing as well as the department is doing and if the performance management system is up to par.

Of all the data sources I would probably use a customer survey and user evaluations since we are dealing with an HR department. For an HR department to gauge how well it is doing it is important to get feedback from both external and internal customers which are generally employees and managers who are affected the most by HR activities.

I think that a modified 360 degree feedback with customer feedback is a good technique because I feel it is the best technique to see how well the HR department is communicating with its customers and the surveys will show unbiased information on any areas that are problem areas.

I would also incorporate some type of financial method such as a predetermined method of return on investment and use that as a balance to the surveys just as a double check device. In my opinion if the return on investment is low and customer complaints are high then obviously the performance management system is not working and needs to be revamped and by using these techniques will help illuminate problems so that they can be addressed and fixed in a timely manner.

(Bacal 1999 chapter 7)

The controls you have employed to eliminate or reduce errors or bias in assessment

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