Performance Management Organizational system Focusing on employee performance Consistently applied throughout organization With a supporting structure, Names

for PM system Performance Management Performance Appraisals Evaluation Systems Job Review Systems Feedback Systems

Effective performance management systems enable an organization to objectively and systematically rate employee performance, while providing the tools necessary to take that performance level and equate it to compensation actions. PM overview The core of any organization is its staff. How effectively an organization maintains a quality team of employees is linked to its ability to manage its staff and recognize the contributions of each player. Employees have always expressed the desire for open feedback regarding their performance. More and more companies are embracing the pay for performance concept and its tie to compensation. A wellexecuted performance management plan enables an organization to achieve critical goals: PM Goals Recognize the efforts and contributions of current staff Reward staff with compensation directly linked to performance Motivate staff to improve performance Orient staff towards goal achievement Retain key employees through the use of competitive compensation programs Attract quality employees with an effective performance management system

Continuous process of identifying measuring developing an employee or groups of employees occur at regular intervals observations & judgments include feedback

Performance Management supports 8 purposes

1. Strategic links employee functions to organizations mission and goals 2. Communication employees know how well they are performing 3. Employment decisions / predictions promotions, transfers, training, terminations, discipline, merit recognition 4. Results can be used in test validation criteria as in Human Resources research 5. Developmental for identifying organizational training needs help establish goals/objectives for training programs 6. Developmental for employees provides a way to give & receive feedback 7. Developmental for the organization - diagnoses, maintains, and develops 8. Document & record HR decisions legal requirements Workplace Learning and Development Workplace Learning and Development is dedicated to promoting and supporting faculty, staff and organizational growth, development and empowerment through innovative high-quality workplace programs, resources and services

Workplace learning opportunities are offered by the Learning & Organization Development team, which provides consulting, coaching, workshops, retreats and tools for individuals, groups and organizations. Learning and development can be a source of competitive advantage where employees gain appropriate new knowledge and skills (Towler and Dipboye, 2009) which provides a strong argument for organisations to invest in their employees so that they can reap the benefits and differentiate themselves from their competitors. However, provision of learning and development opportunities alone do not mean that an organization will be more productive and effective, there are many more steps needed. Firstly the opportunities need to be appropriate in terms of content and the way that it is delivered so that they will add value to the employees and the overall organisation. As well as looking at appropriateness from an organisational perspective it is also necessary to consider the fit with teams in the organisation and individual employees to ensure that their needs can adequately be met. In addition the learning and development activities need to be delivered in such a way that practical benefits to the workplace can be observed and to enable the employees to be able to transfer their new knowledge and skills to the benefit of all of the key stakeholders. It is increasingly recognised that employees need to be actively aware of an organisations strategies and objectives and the provision of learning and development opportunities can help to cement this where clear links are drawn between the learning intervention and how it is aligned with the overall strategy. Importance To org To help make decisions about what interventions should (or should not) be replicated in the future To provide evidence of investment in their [organisations] human capital

To demonstrate the value that interventions bring to the organisation (Burkett, 2005a) To enable training departments to justify their expenditure, particularly where there is an increased focus on spending less whilst generating more outcomes (Goldwasser, 2001). As part of business efficiency considerations (The Industrial Society, 1998) To reinforce the importance of an evaluation process when trialling new programmes for employees (Russ Eft and Preskill, 2008). To assist in determining who should attend training programmes (Mann, 1996). To allow the organisation to identify whether there are better ways to achieve things rather than through the provision of formal learning and development interventions i.e. job aids which are more effective (Simpson, 2002) Mann (1996) identifies beneficial legal implications of having effective evaluation data so that if necessary, organisations can demonstrate the job relatedness of training programmes (the work of these authors is set in the American context).

Effective evaluation is part of an accountable, professional and ethical public service. It is fundamental to good governance, good practice and good management. To individuals Evaluation provides individual learners with the opportunity to give feedback to their trainers; perhaps this is most useful when it is gathered early on in the process so that they can benefit from any resultant adjustments. Individuals in subsequent cohorts can also benefit from the evaluation process if feedback is acted upon for the benefit of the programme. This relies on individual learners taking the time to actively engage in the evaluation process and to provide honest feedback in the most relevant areas. Learners may also be able to benefit from the evaluation process if they are members of particular professional bodies which require reflective evidence of continuing professional development (CPD).