PERFORMANCE MANAGEMENT
HR COURSES
October 14, 2013
Silvia Jelenikova, Dell
PRE-READING MATERIALS:
http://ezinearticles.com/?Five-Feedback-Rules-for-Great-Coaching&id=136815
http://www.mindtools.com/pages/article/newTMM_98.htm
http://www.belmont.edu/hr/pmp/TipsforPerformanceEvaluations.html
ENTRY QUIZ:
2 questions:
1.What are the rules/hints for GIVING as well as RECEIVING
feedback, name at least 3 for each.
2.Name the traits of best PMS and also name some mistakes in
performance appraisals (at least 3)
Agenda / Goals for today
- understand PMS (roles,
process…)
- understand HR role in it
- learn the art of feedback
- practice during exercises
Why we need performance management?
PMS central link to other people-related
processes
•
•
•
•
Entry Management
Training & Development
Rewards & Recognitions
Exit Management
Annual cycle of performance management
Actors / Roles in PMS
•
•
•
•
Employee
Manager
HR
All others
Annual cycle in Dell
Performance Management Cycle
Q1
Performance
Planning
Dell
Strategy
&
Business
Goals
Q3
Mid-Year
Review
Q4/Q1
Year End
Review
Q1
Pay
Planning
Results
On-going feedback/communication/coaching,
training and on-the-job development
PMS – what we evaluate in Dell
WHAT
Individual goals
• Executes all aspects of job, produces
high-quality work in line with key business
goals
HOW
Superior customer experience
• Understands connection between own
work and customer satisfaction and acts
accordingly
Teamwork in support of winning
culture
• Supports others, positive attitude, direct,
promotes teamwork
Winning with integrity
• Trusted, admits mistakes, puts team
ahead of personal achievement
Effective leadership
• Effectively builds, motivates and
increases performance level of team
Performance evaluation in Dell – disciplinary actions
Informal Stages
Feedback
to employee
from Mgr.
Manager
1:1
Performance
Formal Stages
Performance
Improvement
Plan
2 – 4 weeks
Feedback to
Employee
• Regularly,
on 1:1 meetings
Manager 1:1
• Formal meetings
Performance
Improvement
Plan
• In case of long term
unsatisfactory
employee results
• Always in written
form, and 3 copies
Verbal
Warning
4 weeks
1st written
Warning
4 weeks
2nd written
Warning
4 weeks
Dismissal
4 weeks
Verbal
Warning
• Used for less serious breaches
of job discipline. Send
confirmation to employee with
copy on HRG
Written
Warning
• After PIP finished unsuccessfully
or serious breach of labor
discipline – Always with HRG
Dismissal
• Only in exceptional cases,
employee needs to be warned
more times – Always with HR!
Feedback
•
•
•
•
Why we need feedback?
Feedback rules
Feedback as a gift
Feedback as a tool
• Role play exercise
Performance evaluation - monitoring & appraisal
•
•
•
•
On-going coaching & feedback is key
Regular – Mid-year / Annual appraisal
Feedback giving & receiving
Mistakes
Role play
• 2 volunteers to play
• all others to watch and feedback
Dell’s specific approach in PMS – rating scale
Rating
“What” Results
Best
Individuals who consistently
exceeded all expectations and
objectives compared to peers.
Great
Individuals who met all and exceeded
most objectives and expectations
compared to peers.
”How” Behaviors
Rewards
Individuals who consistently
demonstrate the highest behavioral
standards in all competencies of the
Leadership Model, and who exemplify
Dell’s purpose and values.
Recognition and rewards at
the highest level reward
based on market practice
and company performance.
Individuals who consistently
demonstrate high behavioral
standards in all competencies of the
Leadership Model and in living Dell’s
purpose and values
Recognition and rewards at the
higher end of the range, based
on market practice and company
performance.
Good
Individuals who met and exceeded
some of their objectives and
expectations compared to peers.
Individuals who demonstrate
adherence to standards in most
competencies of the Leadership Model
and in how they live Dell’s purpose and
values
Competitive recognition and
rewards based on market
practice and company
performance.
Mixed
Individuals who met some
expectations and objectives
compared to peers.
Individuals who demonstrate gaps in
competencies of the Leadership Model
and/or in how they live Dell’s purpose
and values.
May or may not receive
recognition and rewards and
may be subject to
developmental interventions.
Unsatisfactory
Individuals who did not meet
expectations and objectives
compared to peers and whose
performance level is at an
unacceptable level.
Individuals who consistently
demonstrate a strong need for
improvement for behavioral standards
in most competencies of the Leadership
Model and who do not live Dell’s
purpose and values
May likely not receive
recognition and rewards and
may be subject to corrective or
disciplinary intervention.
Thank you for your attention