| |
|
| |
Continuous Performance Assessment Training Class |
|
| |
|
|
| |
|
|
| |
Continuous Performance Assessment Training Seminar
This course shows you how to make performance appraisal a continuous process.The first stage of continuous performance assessment is planning. Appraisal must be linked to performance goals that matter, and these goals need to encompass both the organization and the individual before a performance plan can be agreed on by appraiser and appraisee. Even with conventional roles and relationships this is a challenge, but for many organizations, the role of the employee is more flexible, and reporting arrangements are more remote. The 21st century manager has to plan to appraise employees he may rarely see.The second stage is changing the annual performance meeting into ongoing communication about performance between the manager and employee. The manager must review and monitor performance, and respond to it by motivating the effective worker and helping the less successful worker. In this way, performance appraisal becomes one of the major managerial tools.Then, and only then, is the manager in a position to assess the performance of a worker. This third stage prepares specifically for the annual performance appraisal meeting by collecting data. The course examines the common evaluation methods, which most organizations use to evaluate performance data, including how to successfully use self-evaluation data in the assessment.Many people think that performance appraisal consists of just the actual meeting between manager and worker. This is a very limited view, which is almost guaranteed to result in ineffective appraisal. In fact, this blinkered approach is responsible for many of the negative experiences that many workers have of appraisal. This course is designed to change appraisal into a positive experience for both manager and worker by emphasizing and detailing the preparatory steps that make appraisal into a more ongoing and valuable process.
|
|
| |
|
|
| |
|
|
| |
|
|
| |
|
|
| |
|
|
| |
Price |
|
| |
$74.95
|
|
| |
|
|
| |
Agenda |
|
| |
Planning for Performance Appraisal
- recognize the benefits of effective preparation for performance appraisal.
- match the three factors that affect goals to examples.
- define performance goals in a given scenario.
- distinguish between the two elements of a performance plan.
- devise an effective performance plan in a given situation.
- identify appraisal methods suitable for telecommuters and self-directed teams.
Continuously Communicating about Performance
- recognize the benefits of appraising performance continuously.
- match the three methods of monitoring and recording ongoing performance with examples.
- identify examples of the two causes of unacceptable performance.
- use the correct approach for diagnosing the causes of unacceptable performance in a given scenario.
- match each of the four conditions that affect motivation to the appropriate employee comments about their job experiences.
- in a given scenario, apply the appropriate motivational technique to each of the four conditions that affect motivation.
Performance Assessment
- recognize the benefits of systematic performance assessment.
- identify the purposes of gathering data on performance.
- match the causes of false self-rating with the two forms of false self-rating.
- apply the two techniques to overcome false self-rating in a given scenario.
- identify which of the common limitations is addressed by each example of the methods of improving rating systems.
|
|
|
|
| |
|
|
| |
Audience |
|
| |
Supervisors, managers, and human resource managers with responsibility for conducting performance appraisals
|
|
|
|
| |
|
|
|
|
| |
|
|
| |
|
|
|
| |
|
|
|
| |
|
|
| |
Select a market segment to view more courses
|
|
| |
|
|
| |
Or, select a category to view more Business Skills courses
|
|
| |
|
|
| |
 Browse By Category
Browse By Location
Browse New Courses
|
|
| |
|
|
|
| |
| |
|
|
|
|