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Program Objectives
(1 of 2)
 An understanding of the
performance management
system.
 Awareness of the mechanics of
how the program works.
 An understanding of the
general interpersonal dynamics
involved in the performance
appraisal process.

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Program Objectives
(2 of 2)
 Practice in conducting each of
the components of an effective
appraisal interaction.
 Specific pointers about, and
practice with, performance
problems.
 An opportunity to plan how to
transfer the training program
skills back to the job.

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A
Challenge
Please Write a
One Sentence Definition of
Performance Management

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Quot
e  “Researchers found that companies
that used performance management
programs had greater profits, better
cash flow, stronger stock market
performance, greater stock value and
higher sales per employee (or
productivity) than companies that
didn’t.”

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Quot
es“The function of work is to
produce results.”

“If people know what they are supposed


to do, get feedback on how they are or
are not doing it, and get rewarded for
doing what they are supposed to be
doing, companies will be more likely to
get the results they desire.”

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P A G E 1 o f 4
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M A N A G E M E N T P E R F O R M A N C E A P P R A IS A L

N A M E : E M P L O Y M E N T D A T E : A P P R A IS A L D A T E :

P R E S E N T P O S IT IO N : T IM E IN P O S IT IO N : L A S T A P P R A IS A L D A T E :

D E P A R T M E N T : L O C A T IO N :

IM M E D IA T E S U P E R V IS O R : D E P A R T M E N T S U P E R V IS O R :

G E N E R A L J O B D E S C R IP T IO N
L IS T M A N A G E R ' S / S U P E R V I S O R 'S M A J O R R E S P O N S IB IL IT IE S IN D E S C E N D IN G
O R D E R F R O M P R IM A R Y , T O S E C O N D A R Y , D O W N T O M IN O R F U N C T IO N S .

IM P R O V E M E N T S & A C C O M P L IS H M E N T S
N O T E S P E C IF IC IM P R O V E M E N T S A N D A C C O M P L IS H M E N T S
S IN C E L A S T A P P R A IS A L .

C O M M U N IC A T IO N
C O M M E N T O N M A N A G E R 'S / S U P E R V I S O R ' S A B IL IT Y T O R E L A T E ID E A S A N D M E T H O D S T O O T H E R S .
T A K IN G IN T O A C C O U N T W R IT T E N A S W E L L A S V E R B A L .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

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M A N A G E M E N T P E R F O R M A N C E A P P R A IS A L

C O - O P E R A T IO N /F L E X IB IL T IY
C O M M E N T O N M A N A G E R 'S A B IL IT Y T O W O R K W IT H O T H E R S A S A T E A M .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

L E A D E R S H IP
C O M M E N T O N M A N A G E R 'S / S U P E R V IS O R 'S L E A D E R S H IP Q U A L IT IE S W IT H R E G A R D T O M O T IV A T IO N O F
E M P L O Y E E S , A N D L E A D E R S H IP B Y E X A M P L E .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

E N T H U S IA S M
C O M M E N T O N M A N A G E R 'S / S U P E R V IS O R 'S IN T E R E S T A N D C O M M IT M E N T T O C O M P A N Y , G R O U P A N D
S E T G O A L S .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

P R O F E S S IO N A L IS M
C O M M E N T O N M A N A G E R 'S / S U P E R V I S O R ' S P R O F E S S IO N A L C O N D U C T A N D L O Y A L T Y T O C O M P A N Y
P R IN C IP A L S A N D O B J E C T IV E S .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

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M A N A G E M E N T P E R F O R M A N C E A P P R A IS A L

P R O B L E M S O L V IN G
C O M M E N T O N M A N A G E R 'S A B IL IT Y T O S P O T P R O B L E M S , M A K E D E C IS IO N S A N D
F IN D C O M P E T E N T A L T E R N A T IV E S O L U T IO N S .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

P L A N N IN G A N D O R G A N IZ A T IO N
C O M M E N T O N M A N A G E R 'S / S U P E R V I S O R 'S P L A N N IN G A N D O R G A N IZ A T IO N A L
S K IL L S .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

Q U A L IT Y O F W O R K
C O M M E N T O N M A N A G E R 'S / S U P E R V I S O R ' S Q U A L IT Y O F W O R K P R O D U C E D ; IS T H E R E A G O O D B A L A N C E
B E T W E E N Q U A L IT Y A N D Q U A N T IT Y ?

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

S U M M A T IO N
H O W W O U L D Y O U D E S C R IB E E M P L O Y E E 'S O V E R A L L P E R F O R M A N C E ? C O M M E N T O N C O N T R IB U T IO N
T O G R O U P A N D C O M P A N Y S U C C E S S .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T U N A C C E P T A B L E

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M A N A G E M E N T P E R F O R M A N C E A P P

C A R E E R O B J E C T IV E S
C O M M E N T O N M A N A G E R 'S P O T E N T IA L F O R G R O W T H W IT H IN T H E C O M P A N Y
S T R U C T U R E .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T

A D D IT IO N A L
IN C L U D E A N Y A D D IT IO N A L C O M M E N T S T H A T Y O U F E E L S H O U L D B E B R O U G H T T O A T T E N T IO N R E G
M A N A G E R / S U P E R V IS O R .

E X C E L L E N T A B O V E A V E R A G E A V E R A G E R O O M F O R IM P R O V E M E N T

A U T H O R E D B Y

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Term
s
 Results.  Preferred
 Measures. Results.
 Objectives.  Aligning Results.
 Indicators.
 Weighted
 Goals. Results.

 Standards.
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Manager’s
Responsibilities?
 Goals
 (effecti
 Objectives to achieve.
ve)

 Responsibility  (efficien
 To achieve these goals t)
through
others cost consciously.

 Employees  (manageme
nt) these
 To deploy others to achieve
goals. Page 12
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additional values of performance appraisals, performance
interviews, ground rules for performance evaluation,
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opening and closing your appraisal session, handling poor
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