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.

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

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.

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: …