Performance Management System for HYBRID Environment
YOUR WEBINAR HOST
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Ray Marvin Flores
CEO of MRRI Trading | Chief of Knowledge Officer of Origanum Solutions | Past President of the Rotary Club of Metropolitan Pateros | Former Corporate Training Manager of Multinational Companies | Servant Leader |
Ray Marvin Flores is the current Chief Executive Officer of MRRI Trading (Chemical and Medical Acquisition Firm), Chief of knowledge Officer of Origanum Solutions ( A leadership Development) and a Past President of the Rotary Club of Metropolitan Pateros (2018 -2019).Former Corporate Training Manager of Prime Pacific Grill , Cathay Pacific Steel, Former Senior Officer of Talent and Leadership Development of Genting Philippines ( Star Cruises the 3rd Largest Cruise line in the World).
With 21 years in the discipline of Servant leadership through The Academe, Corporate Practice and Volunteer Service. He specializes in Organizational development through people development with the Integration of a Learning Management System. Believes and Practices Culture building through Leadership Branding is the effective way to effect change.
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Course Overview
While research and experienced practitioners have identified several characteristics that are prerequisites for effective performance management systems, there are also many decisions that need to be made to design a system ideally suited for a given organization’s needs. One such decision is what purpose(s) the system will serve. For instance, performance management systems can support pay decisions, promotion decisions, employee development and reductions in force. A performance management system that attempts to achieve too many objectives is likely to die of its own lack of focus and weight. There is no one type of system or set of objectives that is best suited for all organizations. The purposes for a given performance management system should be determined by considering business needs, organizational culture and the system’s inte gration with other human resource management systems.
One important caveat to consider is that while performance management for purposes of decision-making and employee development are certainly related, these two objec tives are rarely supported equally well by a single system. When a performance man agement system is used for decision-making, the appraisal information is used as a basis for pay increases, promotions, transfers, assignments, reductions in force or other administrative HR actions. When a performance management system is used for development, the appraisal information is used to guide the training, job experiences, mentoring and other developmental activities that employees will engage in to develop their capabilities. Although it is theoretically possible to have a performance management system that serves both decision-making and development purposes well, this can be difficult to achieve in practice. In addition, research has shown that the purpose of the rating (decision-making versus development) affects the ratings that are observed.1 Ratings used for decision-making tend to be lenient, with most employees receiving ratings on the high end of the scale. Ratings for developmental purposes tend to be more variable, reflecting both employee strengths and development needs.
An example will illustrate why it can be difficult to emphasize equally decision-making and development within the same system. Managers in this organization evaluate their employees and then meet to calibrate their ratings and make reward decisions. Managers then conduct review sessions with every employee to discuss the employee’s performance, pay increase and stock option grant. Developmental feedback is sup posed to be included in the meeting. However, the range of percentage increases and stock options is large, thereby allowing managers to link performance with rewards effectively. With so much at stake, the majority of the meeting typically focuses on jus tification by both parties, rather than on how the employee can develop. The climate of the meeting is not conducive to giving and receiving feedback, and employees are reticent to discuss their development needs for fear this will negatively impact their rewards. Even in the strong performance-based culture of this organization, the decision-making aspect of performance is, by default, given more emphasis.
Effective performance management systems have a well-articulated process for accomplishing evaluation activities, with defined roles and timelines for both man agers and employees. Especially in organizations that use performance management as a basis for pay and other HR decisions, it is important to ensure that all employees are treated in a fair and equitable manner.
With 21 years in the discipline of Servant leadership through The Academe, Corporate Practice and Volunteer Service. He specializes in Organizational development through people development with the Integration of a Learning Management System. Believes and Practices Culture building through Leadership Branding is the effective way to effect change.
-----------------------------------------
Course Overview
While research and experienced practitioners have identified several characteristics that are prerequisites for effective performance management systems, there are also many decisions that need to be made to design a system ideally suited for a given organization’s needs. One such decision is what purpose(s) the system will serve. For instance, performance management systems can support pay decisions, promotion decisions, employee development and reductions in force. A performance management system that attempts to achieve too many objectives is likely to die of its own lack of focus and weight. There is no one type of system or set of objectives that is best suited for all organizations. The purposes for a given performance management system should be determined by considering business needs, organizational culture and the system’s inte gration with other human resource management systems.
One important caveat to consider is that while performance management for purposes of decision-making and employee development are certainly related, these two objec tives are rarely supported equally well by a single system. When a performance man agement system is used for decision-making, the appraisal information is used as a basis for pay increases, promotions, transfers, assignments, reductions in force or other administrative HR actions. When a performance management system is used for development, the appraisal information is used to guide the training, job experiences, mentoring and other developmental activities that employees will engage in to develop their capabilities. Although it is theoretically possible to have a performance management system that serves both decision-making and development purposes well, this can be difficult to achieve in practice. In addition, research has shown that the purpose of the rating (decision-making versus development) affects the ratings that are observed.1 Ratings used for decision-making tend to be lenient, with most employees receiving ratings on the high end of the scale. Ratings for developmental purposes tend to be more variable, reflecting both employee strengths and development needs.
An example will illustrate why it can be difficult to emphasize equally decision-making and development within the same system. Managers in this organization evaluate their employees and then meet to calibrate their ratings and make reward decisions. Managers then conduct review sessions with every employee to discuss the employee’s performance, pay increase and stock option grant. Developmental feedback is sup posed to be included in the meeting. However, the range of percentage increases and stock options is large, thereby allowing managers to link performance with rewards effectively. With so much at stake, the majority of the meeting typically focuses on jus tification by both parties, rather than on how the employee can develop. The climate of the meeting is not conducive to giving and receiving feedback, and employees are reticent to discuss their development needs for fear this will negatively impact their rewards. Even in the strong performance-based culture of this organization, the decision-making aspect of performance is, by default, given more emphasis.
Effective performance management systems have a well-articulated process for accomplishing evaluation activities, with defined roles and timelines for both man agers and employees. Especially in organizations that use performance management as a basis for pay and other HR decisions, it is important to ensure that all employees are treated in a fair and equitable manner.
LIVE ZOOM MEETING / Q&A
Thursday | June 22, 2023
9:00 AM to 4:00 PM
Thursday | June 22, 2023
9:00 AM to 4:00 PM
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Payment Date shall be made on or before May 28 21, 2023 |
Payment Date shall be made on May 29 - June 6, 2023 |
Payment Date shall be made on June 7 - 15, 2023 |
Payment Date shall be made on June 16 - 22, 2023 |
PAYMENT INCLUDES:
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