Performance Management For Dummies

Implement best-in-class performance management systems

Performance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) --both for individual employees as well as teams.

Inside, you'll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organization--and helping the organization succeed. Plus, it'll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization's strategic objectives.

* Understand if your performance management system is working

* Make fixes where needed

* Get performance evaluation forms, interview protocols, and scripts for feedback meetings

* Grasp why people make some businesses more successful than others

* Make performance management a useful rather than painful management tool

Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.

Autorentext
Herman Aguinis, PhD, is the Avram Tucker Distinguished Scholar and Professor of Management at The George Washington University School of Business in Washington, DC. He's been ranked among the top 100 most prolific and influential business and economics researchers in the world.

Klappentext
Measure results and behaviors Implement a performance management system Create a positive culture Align performance with your organization's goals Performance management is a process to define performance, measure it, and help employees improve it, which enables you to achieve the strategic goals and objectives of your organization. Oh, and did we mention that it can also eliminate the dreaded annual performance review? This book is your step-by-step guide to designing and implementing a state-of-the-science performance management system in your business. You'll learn to develop it, assess how it's working, improve your leadership skills, and help your employees grow. Inside... Tailoring PM to your business Using PM with other HR functions Measuring behavior and results Being an effective PM leader Using PM analytics Implementing PM with teams Complying with the law

Zusammenfassung
Implement best-in-class performance management systems Performance Management For Dummies is the definitive guide to infuse performance management with your organization's strategic goals and priorities. It provides the nuts and bolts of how to define and measure performance in terms of what employees do (i.e., behaviors) and the outcome of what they do (i.e., results) both for individual employees as well as teams. Inside, you'll find a new multi-step, cyclical process to help you keep track of your employees' work, identify where they need to improve and how, and ensure they're growing with the organizationand helping the organization succeed. Plus, it'll show managers to C-Suites how to use performance management not just as an evaluation tool but, just as importantly, to help employees grow and improve on an ongoing basis so they are capable and motivated to support the organization's strategic objectives. Understand if your performance management system is working Make fixes where needed Get performance evaluation forms, interview protocols, and scripts for feedback meetings Grasp why people make some businesses more successful than others Make performance management a useful rather than painful management tool Get ready to define performance, measure it, help employees improve it, and align employee performance with the strategic goals and priorities of your organization.

Inhalt
Introduction 1 About This Book 2 Foolish Assumptions 3 Icons Used in This Book 3 Beyond the Book 3 Where to Go from Here 4 Part 1: Getting Started with Performance Management 5 Chapter 1: Introducing Performance Management 7 Why Do You Need Performance Management? To Succeed (of Course) 8 Why performance management is alive and well 8 Imagining an organization without performance management 10 Making Performance Management Work in Your Business 10 Distinguishing performance management from performance appraisal 10 Adapting performance management to today's reality 11 Adapting performance management for different generations 14 Designing and Implementing a Performance Management System 14 Step 1: Establishing prerequisites 15 Step 2: Planning performance 20 Step 3: Executing performance 22 Step 4: Assessing performance 23 Step 5: Reviewing performance 25 Chapter 2: Making the Case for Performance Management 29 Using Performance Management to Achieve Multiple Purposes 30 Strategic objectives 30 Administrative objectives 30 Informational objectives 30 Developmental objectives 31 Organizational maintenance objectives 31 Documentation objectives 33 Answering the What's in It for Me Question 33 Convincing top management of performance management's value 34 Building support in the entire organization 34 Realizing the awesome benefits of performance management 36 What an Ideal Performance Management System Looks Like 39 Contextual issues: Making everything fit 39 Practical issues: Striving for effectiveness and fairness 41 Technical issues: Sweating the details 42 Taking Care of Talent Management Functions 45 Training and development 45 Workforce planning 46 Compensation 46 Chapter 3: Designing and Implementing Effective Performance Management 47 Ensuring Performance Management Delivers Strategic Value 48 Key ingredients of a strategic recipe 48 Making performance management strategic 49 Developing Performance Management Leadership Skills 50 Becoming an effective coach 51 Giving effective feedback 52 Defining and Measuring Performance 54 Measuring performance as behaviors 55 Measuring performance as results 55 Developing Employee Performance 56 Creating development plans 56 Implementing development plans 57 Assessing Performance Management Effectiveness 57 Using quantitative measures 58 Using qualitative measures 58 Chapter 4: Anticipating and Minimizing Negative Consequences 61 Anticipating Damage Caused by Flawed Performance Management 63 Damage caused to employees 63 Damage caused to managers 63 Damage caused to relationships 63 Damage caused to the organization 64 Learning from Flawed Performance Ratings 64 Why Performance Ratings Are Here to Stay 65 Setting Up an Appeals Process 66 Dealing with judgmental and administrative issues 66 Setting up a three-level appeals process 67 Setting Up a Communication Plan and Dealing with Resistance to Change 70 Questions that your communication plan should answer 70 Dealing with cognitive biases 73 Part 2: …