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HUMAN RESOURCE
DEVELOPMENT
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Expectations???
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Chapter (1)
An Introduction to HRD
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Unlike other resources, human resources haverather unlimited potential capabilities. The
potential can be used only by creating a climatethat can continuously identify, bring to surface,nurture and use the capabilities of people.Human Resource Development (HRD) system
aims at creating such a climate. HRD concept was first introduced by Leonard
Nadler in 1969 in a conference in US. Hedefined HRD as those learning experience whichare organized, for a specific time, and designedto bring about the possibility of behavioralchange.
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From HR to HRD
HRD combines the primary elements of HR or the
people, with the development of both people and
the organization. Gilley, Eggland, and Gilley (2002)
refer to the development of people as the
increase in knowledge, abilities, and competencieswith the purpose of improving the overall
effectiveness of an organization.
This development encompasses the first two areas
defining HRD, (1) Individual Development (ID) and
(2)Career Development (CD).
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By developing people within an organization,
Performance Improvement (PI) - the third
element of HRD- helps improve productivity andquality, which creates a higher probability of
increased financial profitability. The fourth and
final element of HRD is Organizational
Development (OD). Gilley , Eggland, and Gilley
describe OD as the continuous improvements of
an organizations culture through intervention
activities related to the vision, mission, values,policies, procedures, and overall working
environment.
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For an organization to be competitive and
productive a continuous cycle of improvement
and change needs to exist. With this in mind , theprimary goal of HRD is Performance Improvement
and Organizational Development & change.
*Bringing ID, career development, performancemanagement, and OD together as the foundation
of HRD, Gilley and Maycunich (2000) define HRD as:
[the process of facilitating organizationallearning, performance, and change through
organized (formal and informal) interventions,
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initiatives, and management actions for the
purpose of enhancing an organizations
performance capacity, capability, competitivereadiness, and renewal ].
Hence, in relation to HRD, HR professionals have
the opportunity to create a learning environmentthrough both formal and informal individual
development activities. These initiatives are the
foundation for creating a learning organization with
a culture focused on identifying gaps in
performance and implementing solutions to close
them.
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THE CONCEPT OF HUMAN RESOURCE DEVELOPMENT
Human resource development in the organisation contextis a process by which the employees of an organisation are
helped, in a continuous and planned way to:
1- Acquire or sharpen capabilities required to performvarious functions associated with their present or expected
future roles;2- Develop their general capabilities as individuals anddiscover and exploit their own inner potentials for theirown and/or organisational development purposes; and
3- Develop an organisational culture in which supervisor-subordinate relationships, teamwork and collaborationamong sub-units are strong and contribute to theprofessional well being, motivation and pride ofemployees.
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Difference between HRD and HRM:
Both are very important concepts of managementspecifically related with human resources of organisation.
Human resource management and human resourcedevelopment can be differentiated on the followinggrounds:
1- The human resource management is mainlymaintenance oriented whereas human resourcedevelopment is development oriented.2-Human resource management mainly aims to improvethe efficiency of the employees whereas aims at thedevelopment of the employees as well as organisation as a
whole.3- HRM motivates the employees by giving them monetaryincentives or rewards whereas
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whereas human resource development stresses on
motivating people by satisfying higher-order needs.
4- Responsibility of human resource development isgiven to the personnel/human resource
management department and specifically to
personnel manager whereas responsibility of HRD isgiven to all managers at various levels of the
organisation.
THE NEED FOR HRD
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HRD is needed by any organisation that wants to bedynamic and growth-oriented or to succeed in a fast-changing environment. Organisations can become
dynamic and grow only through the efforts andcompetencies of their human resources. Personnel policiescan keep the morale and motivation of employees high,but these efforts are not enough to make the organisation
dynamic and take it in new directions. Employeecapabilities must continuously be acquired, sharpened,and used. For this purpose, an enabling organisational
culture is essential. When employees use their initiative,
take risks, experiment, innovate, and make things happen,the organisation may be said to have an enablingculture.
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Even an organisation that has reached its limit of growth,
needs to adapt to the changing environment. No
organisation is immune to the need for processes that help
to acquire and increase its capabilities for stability and
renewal.
HRD FUNCTIONS
The concept of development should cover not only theindividual but also other units in the organisation. In
addition to developing the individual, attention needs to be
given to the development of stronger dyads, i.e., two-
person groups of the employee and his boss. Such dyads
are the basic units of working in the organisation. HENCE
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development would involve developing a climateconducive for their effectiveness, developing self-renewing mechanisms in the organisations so that they
are able to adjust and pro-act, and developing relevantprocesses which contribute to their effectiveness.Therefor, the goals of the HRD systems are to develop:1- The capabilities of each employee as an individual.
2- The capabilities of each individual in relation to his orher present role.
3- The capabilities of each employee in relation to his orher expected future role(s).
4- The dyadic relationship between each employee andhis or her supervisor.
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5- The team spirit and functioning in every
organisational unit (department, group, etc.).
6- Collaboration among different units of theorganisation.
7- The organisations overall health and self-
renewing capabilities which, in turn, increase theenabling capabilities of individuals, dyads, teams,
and the entire organisation.
Features of Human Resource development
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The essential features of human resource
development can be listed as follows:
Human resource development is a process in whichemployees of the organisations are recognized as its
human resource. It believes that human resource is
most valuable asset of the organisation.
It stresses on development of human resources of
the organisation. It helps the employees of the
organisation to develop their general capabilities
in relation to their present jobs and expected
future role.
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It emphasise on the development and best
utilization of the capabilities of individuals in the
interest of the employees and organisation. It helps is establishing/developing better inter-
personal relations. It stresses on developing
relationship based on help, trust and confidence. It promotes team spirit among employees.
It tries to develop competencies at the
organisation level. It stresses on providinghealthy climate for development in the
organisation.
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HRD is a system. It has several sub-systems. Allthese sub-systems are inter-related andinterwoven. It stresses on collaboration among
all the sub-systems. It aims to develop an organisational culture in
which there is good senior-subordinate relations,
motivation, quality and sense of belonging. It tries to develop competence at individual,
inter-personal, group and organisational level tomeet organisational goal.
It is an inter-disciplinary concept. It is based onthe concepts, ideas and principles of sociology,psychology, economics etc.
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HRD (Human Resource Development) makes
people more competent. HRD develops new skill,
knowledge and attitude of the people in theconcern organisations.
With appropriate HRD programme, people
become more committed to their jobs. People areassessed on the basis of their performance by
having a acceptable performance appraisal
system.
An environment of trust and respect can be
created with the help of human resource
development.
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Acceptability toward change can be created with
the help of HRD. Employees found themselves
better equipped with problem-solvingcapabilities.
It improves the all round growth of the
employees. HRD also improves team spirit in theorganisation. They become more open in their
behaviour. Thus, new values can be generated.
It also helps to create the efficiency culture In the
organisation. It leads to greater organisational
effectiveness. Resources are properly utilised and
goals are achieved in a better way.
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It improves the participation of worker in the
organisation. This improve the role of worker and
workers feel a sense of pride and achievement
while performing their jobs.
It also helps to collect useful and objective data on
employees programmes and policies which further
facilitate better human resource planning.
Hence, it can be concluded that HRD provides a lot of
benefits in every organisation. So, the importance of
the concept of HRD should be recognised and given aplace of eminence, to face the present and future
challenges in any organisation.
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Chapter (2)HR Development: where to begin???
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A definition of HRD is "organized learning activities
arranged within an organization in order to improve
performance and/or personal growth for the purpose of
improvingthe job, the individual, and/or the
organization" . Hence, HRD includes the areas of training
and development, career development, and
organization development.
The goal of HRD is to improvethe performance of our
organizations by maximizing the efficiency and
performance of our people. We are going to develop our
knowledge and skills, our actions and standards, ourmotivation, incentives, attitudes and work environment.
The operative word here is IMPROVEMENT
and the obvious Question is: HOW??
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Ch.(2)
(A)- GAP ANALYSIS
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Gap analysis compares the gap between an
organizations actual performance against its
potential performance. In gap analysis, you typically
list out the organizations current state, its desired
state, and a comprehensive plan to fill out the gap
between these two states.
In order to do so, we need to know the following:1- the organizational current performance.
(sales volume, profit margin, and customersatisfaction)
2- the size of the Gap (strategic targets vs. actualresults); and
3- causes of the Gap (Human Resources performance)
across the board.
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And when we talk about HR performance, we
mean the results of employees performance
appraisal. The results of such appraisals can alsopresent whats known as the Performance GAP.
*Performance gap analysis determines what
aspects are lacking in the performance of anemployee in a particular position.
*performance gap analysis also determines what
additional skills and training may be needed tobring individual employees or even an entire
department up to an acceptable standards of
performance.
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STEP 1- Performance Mapping
One of the first tasks in performance gap analysis is
creating a performance map describing thebehaviors of high-performing individuals in a
particular job role. This performance map provides
a blueprint (or a benchmark) against which tocompare the performance of other employees.
STEP 2- Market Competitiveness
Performance gap analysis can also help yourcompany enhance its competitive standing in its
market when compared with other companies
performing similar jobs in similar activities.
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In this instance, the performance of your
company is compared with a set of industry-
established benchmarks, or with the statedstrategic goals of your company. These
benchmarks can refer to companies that have
acquired large market share and/or achieved
excellent profit levels.
STEP-3 Addressing Performance Gaps
Depending on the results of the performance gapanalysis, your plan of action may involve additional
training for your staff, purchasing new equipment
or making alterations in the design of your Org.
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* STEP 4- A follow-up procedure
A follow-up performance gap analysis performed
after changes have been implemented candetermine whether the deficiencies and
shortcomings evident in the first evaluation have
been remedied.Hand-out
Performance gap analysis form
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Ch.(2)
(B) PERFORMANCE APPRAISAL
What is Performance Appraisal?A performance appraisal is a review and discussion of an
employee's performance of assigned duties and responsibilities.
The appraisal is based on results obtained by the employee in
his/her job, not on the employee's personality characteristics.The appraisal measures skills and accomplishments with
reasonable accuracy and uniformity. It provides a way to help
identify areas for performance enhancement and to help
promote professional growth. It should not, however, beconsidered the supervisor's only communication tool. Open lines
of communication throughout the year help to make effective
working relationships.
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Each employee is entitled to a thoughtful and careful
appraisal. The success of the process depends on the
supervisor's willingness to complete a constructive and
objective appraisal and on the employee's willingness torespond to constructive suggestions and to work with
the supervisor to reach future goals.
Why Appraise Performance?Periodic reviews help supervisors gain a better
understanding of each employee's abilities. The goal of the
review process is to recognize achievement, to evaluate job
progress, and then to design training for the furtherdevelopment of skills and strengths. A careful review will
stimulate employees interest and improve job
performance.
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What Is the Difference Between Performance Appraisal
& Evaluation?
In practice, performance appraisal and evaluation are usedinterchangeably. Both refer to a process by which your
employer reviews how well you've done your job and
possibly determines any increases in salary or benefits
you'll receive as a result. However, Evaluation is one step ina performance appraisal, which in turn is a broader part of
an organization's performance management system. In an
evaluation, a person intimately aware of an employee's
work -- such as a supervisor, manager or peer -- providesfeedback on measures such as work quality, punctuality
and job skills.
f
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In a less traditional way , performance appraisalsattempt to assess the overall value of an employee'swork in terms of his/her contribution to the overall
business objectives. The purpose of Performance Appraisal
Companies use performance appraisals for evaluationand developmental purposes. A properly executed
appraisal acts as a basis for hiring new employees,training and development of current employees,restructuring of workflow and employee motivation.Performance appraisals offer evidence for payincreases or for terminations. Well-designedperformance appraisals can start dialogue betweensupervisors, direct reports and co-workers that mayresult in positive outcomes for the individuals and thebusiness.
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The performance appraisal scheme
A quality performance appraisal scheme has a set of clearlydefined parameters. The documentation, whether
electronic or written, includes ways to assess performancebased on job-relevant skills and knowledge. Evaluationsshould not include assessment of employees personality
of work style, but should include a review of
communication techniques and behavior as it relates tointerpersonal interaction.
The time frame
A formal performance review should take place annually. In
addition, managers must communicate with employeesbetween formal appraisals to keep them motivated andfocused on personal and company objectives.
f
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. Performance management
These regular communications serve as praise for good
performance and a means of stopping poor habits and
behaviors before they affect the annual review scores. Thisis called:
performance management:
will be discussed in the following section ( C ) 2 Issues regarding performance appraisal systems
*No appraisal system, regardless of how sophisticated, is
completely objective. Problems arise when evaluators tendto give overly lenient or overly strict ratings on a consistent
basis.
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Personal prejudices can skew results, as can poorly
defined standards of measurement. Finally, employees
must view the system as fair and just for the results to
impact their behaviors and job performance. Ifemployees do not see the process as a credible one, it
loses validity and value overall.
The Downside 0f performance appraisal Talk to any group of human resources and business
leaders and you're likely to hear many opinions about
the fairness, accuracy and usefulness of performance
appraisals and employee evaluations. A 2010 "WallStreet Journal" article said that everyone "hates"
performance appraisals and likened them to rotten milk.
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Among the criticisms are that they're tied to a date on
the calendar, rather than need, and that few people get
to say what they really think. The process also drives
home the illusion that the boss's opinion is the key to anemployee's pay raise and career progress. But
evaluations and appraisals can also be litigation risk
factors. The legal experts on Saudi labour Courts
procedures" are saying that: as faulty as they might be,
evaluations and appraisals are often required in court
cases litigated by employees against their employers.
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We continue here
Performance management
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Ch.(4)
PERFORMANCE MANAGEMENT
Employee Performance Managementis a process for
establishing a shared workforceunderstanding about
what is to be achieved at an organisation level. It is about
aligning the organisational objectiveswith theemployees' agreed measures, skills, competency
requirements, development plans and the delivery of
results. The emphasis is on improvement, learning and
development in order to achieve the overall businessstrategyand to create a high performance workforce.
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How Annual Appraisals are Different But Part ofPerformance Management???
Most organisations have some type of employee appraisal
system, and many are experiencing the shortcomings ofmanual staff evaluation systems. When discussingworkforceperformance the most commonly askedquestion is "How does Performance Management differ
from performance appraisalsor staff reviews"?Performance Management is used to ensure thatemployees' activities and outcomes are congruent withthe organisation's objectives and entails specifying those
activities and outcomes that will result in the firmsuccessfully implementing the strategy. An effectivePerformance Management process establishes thegroundwork for excellence by:
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Linking individual employee objectives with the
organisation's mission and strategic plans. The employee
has a clear concept on how they contribute to the
achievement the overall business objective,
Focusing on setting clear performance objectivesand
expectations through the use of results, actions and
behaviours, Defining clear development plans as part of the process,
and
Conducting regular discussions throughout the
performance cycle which include such things as coaching,mentoring, feedback and assessment.
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Performance appraisalproperly describes a
process of judging past performance and
not measuring that performance againstclear and agreed objectives. Performance
Management shifts the focus away from just
an annual event to an on-going process. Thefollowing Figure is a process diagram that
provides a graphical view of the major
differences between the two processes
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l f l l
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Typical Outcomes from Annual Appraisals:-
1- Misdirected Bonuses
2- Too Painful, Emotionally Charged3- Poor Understanding of Expectations
4- Bad Timing
5- Subjective Manager Opinion
6- Performance Not Aligned to Promotions
7- Poor Development Opportunities
8- No Consequence For Non-Participation
Typical Outcomes from Performance Management
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1- Communication Improves
2- Everyone Knows the Rules
3- Better Recording Opens Up Communication4- Frequent Communication Reduces Stress
5- Appraisals Become Relevant for Everyone
6- Employee Learning and Development Starts to
Happen.
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The Performance Management Process Model
K T l
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Key Tools Performance Dialogue (PD)(handout): The PD form has been
developed by staff across Cornell, and the current version
includes revisions from a 2009 pilot delivered to five collegesand units. Individual Goal Alignment(handout): A tool to help staff and
supervisors track and assess progress towards individualgoals through regular discussion with a quarterly check-in on
progress. Individual Development Plan (IDP)(handout): A tool for staff
members and supervisors to use to mutually create yearlyindividual development plans. When developing the plan,align the goals of the IDP with the goals of the department,
unit, and university. Link the action items on the IDP to theareas most critical to success in the position. Generally,meeting the goals are predominantly the responsibility ofthe staff member.
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An Effective Performance Management Process (PMP):
Maximizes staff engagement, development, and
performance
Is consistent across units to enhance full development
and utilization of talent
Remains flexible, efficient, measurable, fair, transparent
Provides better alignment of staff roles and goals with
the organizations mission
Promotes on-going and proactive succession
management
Preparation and Planning for Performance
Management
M h k i i t d th f t d t
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Much work is invested, on the front end, to
improve a traditional employee appraisal process.
In fact, managers can feel as if the new process is
too time consuming. Once the foundation of
developmental goals is in place, however, time to
administer the system decreases. Each of these
steps is taken with the participation and
cooperation of the employee, for best results.
Performance Management and Development in
the General Work System:-
D fi h f h j b j b d i d
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Define the purpose of the job,job duties, andresponsibilities.
Define performance goals with measurableoutcomes.
Define the priority of each job responsibility andgoal.
Define performance standards for keycomponents of the job.
Hold interim discussions and provide feedback
about employee performance, preferably daily,summarized and discussed, at least, quarterly.(Provide positive and constructive feedback.)
M i t i d f f th h iti l
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Maintain a record of performance through critical
incident reports. (Jot notes about contributions or
problems throughout the quarter, in an employee
file.)
Provide the opportunity for broader feedback. Use a
360 degree performance feedback systemthat
incorporates feedback from the employee's peers,customers, and people who may report to him.
Develop and administer a coaching and
improvement planif the employee is not meetingexpectations.
Immediate Preparation for the Performance
Development Planning Meeting:-
1 Schedule the Performance Development Planning
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1- Schedule the Performance Development Planning(PDP) meetingand define pre-work with the staffmember to develop the performance development plan
(PDP). 2- The staff member reviews personal performance,
documents self-assessmentcomments and gathersneeded documentation, including 360 degree feedback
results, when available. 3- The supervisor prepares for the PDP meeting by
collecting data including work records, reports, andinput from others familiar with the staff persons work.
4- Both examine how the employee is performingagainst all criteria, and think about areas for potentialdevelopment
5- The supervisor discusses performance for the quarter
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5 The supervisor discusses performance for the quarterand suggests ways in which the staff member mightfurther develop his performance.
6- Add the supervisor's thoughts to the employee'sselected areas of development and improvement.
7- Discuss areas of agreement and disagreement, andreach consensus.
8- Examine job responsibilities for the coming quarterand in general.
9- Agree upon standards for performance for the key jobresponsibilities.
10- Set goalsfor the quarter.
11- Discuss how the goals support the accomplishment ofthe organization's business plan, the department'sobjectives and so on.
12 Agree upon a measurement for each goal
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12- Agree upon a measurement for each goal.
13- performance is satisfactory, establish a
development plan with the staff person, that helps
him grow professionally in ways important to him.
14- If performance is less than satisfactory, develop
a written performance improvement plan, and
schedule more frequent feedback meetings. Remindthe employee of the consequences connected with
continued poor performance.
15- The supervisor and employee discuss employeefeedback and constructive suggestions for the
supervisor and the department.
16 Di thi l th i
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16- Discuss anything else the supervisor oremployee would like to discuss, hopefully,maintaining the positive and constructive
environment established thus far, during themeeting.
17- Mutually sign the performance developmenttool to indicate the discussion has taken place.
18- End the meeting in a positive and supportivemanner. The supervisor expresses confidence thatthe employee can accomplish the plan and that the
supervisor is available for support and assistance. 19- Set a time-frame for formal follow up, generally
quarterly.
20 F ll i th P f D l t P
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20- Following the Performance Development Process
Meeting:-
If a performance improvement plan was necessary,follow up at the designated times.
Follow up with performance feedback and
discussions regularly throughout the quarter. (An
employee should never be surprised about the
content of feedback at the performance
development meeting.)
The supervisor needs to keep commitments relativeto the agreed upon development plan, including
time needed away from the job, payment for
courses, agreed upon work assignments and so on.
The supervisor needs to act upon the feedback from
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The supervisor needs to act upon the feedback from
departmental members and let staff members know
what has changed, based upon their feedback.
Forward appropriate documentation to the Human
Resources office and retain a copy of the plan for easy
access and referral.
How to Develop a Performance Management System1- Evaluate your current performance appraisal process
2- Identify organizational goals
3- Set performance expectations
4- Monitor and develop their performance throughout the year.
5- Evaluate their performance
6- Set new performance expectations for the next year
Ch (2)
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Ch.(2)
D- Training Need Analysis
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