哲学方面的资料资料整理与搜集.docx

1、哲学方面的资料资料整理与搜集The Performance ProcessThe Performance Process is a comprehensive approach to staff supervision/coaching. Each of the following steps is vital to the overall success of both you as the supervisor/coach and your staff member(s)/team. 1. Performance Planning: the creation of the position

2、 description and performance expectations/standards2. Performance Management: counseling and coaching through out the performance period3. Performance Appraisal: preparing for and conducting the formal review.4. Reward Process: determining actual merit awards based on performance5. Performance Plann

3、ing: And following up with a review of the position description and re-evaluation of performance expectations/standards for the upcoming year This process applies to both teams (a group of staff members assigned to work on and complete a project) as well as the individual staff member. The same guid

4、elines for assigning, ensuring understanding, and providing follow-up of projects should be used with both the team and the individual staff member.Performance PlanningThere are two key elements which are essential to ensuring effective communication of expectations. These are: accurate and current

5、position descriptions and ongoing two-way communication between the supervisor and the staff member. Position Descriptions Position descriptions form the foundation for several important areas of human resource management including: Planning: Position descriptions outline the responsibilities and ob

6、jectives of a work unit to individual positions. They can help managers pinpoint staffing gaps or identify over-staffing. They are valuable in making decisions about realigning or changing organizational structures. Recruiting and screening: Accurate position descriptions provide the basic informati

7、on about open positions which is required to make a good match between the candidates qualifications and the jobs demands. Orientation: Giving a newly hired staff member a position description to review, and then sitting down and discussing it together, serves as an introduction to the job and provi

8、des a framework for performance expectations. Training and development: Well-written position descriptions identify the education, experience, and skills required. They can help staff members pinpoint their own growth areas, and help supervisors tailor appropriate training programs. Career ladders:

9、Accurate position descriptions are a tool in developing upward mobility programs. A study of position descriptions can reveal the relationships among certain jobs and the knowledge and skills needed to advance from one job to another. Position classification: Position descriptions make it possible t

10、o identify job elements, factors and levels, which in turn makes job classification easier. Performance appraisal: Position descriptions provide the link between the job and appropriate performance expectations. These performance expectations are a critical factor in evaluating staff members perform

11、ance, determining merit pay increases and evaluating possible readiness for promotion.A position description should give a clear picture of a position. It should provide enough detail to accurately communicate the key responsibilities of the position. In deciding which duties and responsibilities wi

12、ll be delegated to individual positions, the supervisor should consider the overall design of the job and the skills and motivations of staff members. Descriptions should be reviewed, by the staff member and supervisor, and revised as necessary prior to the start of the performance evaluation cycle.

13、 Descriptions serve as the primary tool for building a common understanding of job responsibilities and as the starting point for developing performance objectives and standards.The supervisor should encourage staff member input in the process to help build staff member commitment to the job and per

14、formance level. The performance expectations (standards) for each of the functions/areas of responsibility should be realistic and measurable. Developing Goals/ObjectivesClear performance goals make the performance appraisal process much easier for both managers and staff members. They enable superv

15、isors to focus directly on job performance rather than personality. Staff members and supervisors routinely develop informal performance expectations in answering the questions, How do we know the job has been done right? or How do we measure success? Clarifying and communicating these standards by

16、putting them in writing fosters mutual understanding and acceptance. Pre-Planningo Identify the purpose(s) of the position. This (these) become(s) the performance goal.o Examine benefits to be gained, both by the organization and by the staff member.o Present the goal to the staff member, and then m

17、utually write the development plan to attain the goal. Writing the Development Plano Write the goal statement to indicate what is to be attained and any skills to be developed by the staff member.o List the action plans to accomplish the goal. - Main steps to follow. - Target dates for each step as

18、appropriate. - Indicate checkpoints for review as needed.o Define how you will measure progress.The method for measuring progress will vary depending on the type of assignment given. Assignments given to management or professional staff members usually require more general results-oriented measureme

19、nts, while support staff may be more appropriately measured using factors that are concerned with both process and end product.Follow these Steps for Management and Professional Staff: Describe assignment to be doneo Purpose and objectiveso Results expectedo As needed, overview of whats involvedo Ma

20、ke sure individual clearly understands what you want. Define Parameterso Budgeto Timelinesso Kind of feedback or information you needo Establish checkpoints for review of progress Provide resources for supporto Budgeto Materialso Accesso Staffo Training as neededo ALSO, inform others who need to kno

21、wo Provide feedback and positive reinforcement for what was done well.NOTE: Stress results to be accomplished rather than how to do assignmentFollow these steps for Program Implementers and Clerical Staff: Describe assignment to be doneo Method - How to do assignmento Purpose of assignment - How it

22、fits into the larger goalo Verify person understands assignment Define Parameterso Qualityo Quantityo When due (reasonable) Provide resources for supporto Materialso Equipmento Trainingo Help if neededo ALSO, inform others who need to knowo Provide feedback and positive reinforcement for what was do

23、ne well.Definitions of Performance Expectations: They should be clear, brief, attainable, and measurable, and can be expressed in terms of: Quality how well work must be done in terms of accuracy, appearance completeness, thoroughness, precision, and compliance with professional standards which may

24、have been established for an occupation Quantity how much work must be completed within a given time period. Timeliness when, how soon, within what time period work must be done Effective use of assess the cost/benefits or use of resources such as money, Resources equipment personnel, time. Manner o

25、f describes specific behaviors that have an impact on Performance outcomes such as cooperation and courtesy (sometimes inappropriately referred to as attitude) Method of used if there are rules regarding the methods and Performing procedures which must be used to accomplish assignments work.Avoid un

26、realistic goals. The following guidelines should be considered when writing performance goals with the staff member:o Use specific examples of behaviors and of the desired results.o Avoid using evaluative terms which do not describe behaviors and/or outcomes, such as good work and bad attitude.o Be

27、wary of using terms such as always and never. It may not be realistic to expect that a staff member will always perform perfectly and will never make a mistake.o Avoid using numbers in goals unless you actually intend to count the behavior (e.g. attendance, production quantities)o Consider the cost/

28、benefit of gathering information about performance. As with any other type of information - it costs time and money to gather and maintain.o Build performance goals which can identify performance above the base line of expected performance. Staff members want to know how to receive a performance rat

29、ing which is better than meets expectations.Methods of verifying performance should be determined at the start of the evaluation period and discussed with the staff member. These may include:o Direct observationo Reports of others observationso Written records such as attendance, financial, assignme

30、nt logs, and status reportso Results in the form of tangible productsRecord performance: To develop a reliable record of events, it is recommended that the supervisor keep informal notes regarding specific performance events throughout the evaluation period. The staff member should be informed in ad

31、vance that samples of performance will be recorded. Listed below are some guidelines to follow:o Record objective facts concerning actual performance as they occuro Record only job-related performance, rather than making evaluative statements describing an individualo Do not try to record every even

32、t; rather, select a representative sample of performance in key areas of responsibilityo Cross validate reports from otherso Record both positive and negative performanceo Maintain records on all staff members - not just those that fall in the extremes Counseling and CoachingA key part of a managers job is to manage the performance of you