Chapter: Business Science : Managerial Behavior and Effectiveness : Designing The Managerial Job
Designing the Managerial Job
DESIGNING THE MANAGERIAL JOB
1 Identifying Managerial Talent
2 Selection
3 Recruitment
4 Managerial Skills Development
5 Pay and Rewards
6 Managerial Motivation
7 Effective Management Criteria
8 Performance Appraisal Measures
9 Balanced Scorecard
10 Feedback
11 Career Management
1 Identifying Managerial Talent
• Managing
Talent is increasingly challenging in the mists of globalization and a
recovering economy
• Companies
willing to invest in talent development record a higher business performance
than those who don‘t.
• Critical
Ingredients of Managerial Talent
• Unique
vision thinking
• Rely on
strengthens, compensate for weakness: met cognitive ability
• Trust
your intuition :extra cognitive capabilities
• Be wise
• Optimism
is desirable
People Talent’s in four Areas
• Creators
• Implementing
business model which distinguishes its value proposition
• Ambassadors
• Represents
the org public face and are responsible for customer experience
• Craft
master
• Ensures
the quality, timeliness and cost effectiveness of an org
• Drivers
• Keep
business running, assembly line operators, back office agents, administrative
assistants
How talented Managers Lead Projects
• Find the
right people : how & where
• Match
people with the right tasks
• Provide
constant feedback
• Concentrate
on execution
• Do more
with : creativity in action
How talented Managers run organizations
• Build
good team of senior managers( Andry Grove – Intel)
• Delegate
them power
• Execute
on promises ( Richard Branson – Virgin group)
• Delivery
( Michael Dell – Dell Computer corp.)
• Do not
use all opportunities (― ― )
• Avoid
micro management( Larry Ellison- Oracle corp.)
• Establish
multiple mechanisms for search of managerial talent( Akio Mortia – Sony)
Assessing Leadership and Management Talent
• Selection
Strategy – Four Steps
• Understand
the position being staffed
• Specify
the qualifications required for the position
• Use
appropriate methods to measure the qualifications
• Collect
and integrate the information's to identify the best qualified candidate
Review- Ernst & Young
• Through
interviews with 480 top executives and 4000 surveys across all functions and
levels in organisations in Singapore, Greater China, Hong Kong, and India
• Examined
the managerial talent identification and development policies, procedures and
processes of a broad spectrum of Multinational companies and Small and Medium
Enterprises in five industries
• Finance,
high-technology manufacturing, IT and telecommunications, hospitality and
supply chain
Dimensions to develop talent and
high potentials organisations
• Critical
talent dimensions that help attract, develop and retain managerial talent and
high potentials in organisations
1. Creating
the business case for talent
The most
important talent domain in driving
talent management is building a business case for talent. This implies that
building a sound business case is a good area to target to improve business
performance.
A business case for talent comprises:
• Linking
talent to the ability to implement business
strategy
• Linking
talent to the ability to create shareholder
value
• Linking
talent efforts to the ability to differentiate
an organisation from its competitors
• Continuing
to invest in talent during a downturn
The high
correlation between positive business
performance and managing talent implies that the organisation‘s ability to
manage talent has a strong impact on the organisation‘s performance.
2. Ensuring
high-performing teams
3. Aligning
talent with strategy and customers
4. Assessing
talent
5. Investing
in talent
6. Fully
leveraging and managing diversity
7. Matching
talent to positions
8. Engaging
talent for full contribution
9. Using
technology to get greater return on talent
10.
Measuring talent
11.
Creating a shared partnership between HR and line
managers
2 Selection
―Selection is the process of differentiating between applicants in order to
identify and hire those with a greater likelihood of success in a job.‖
It is selecting a right person
for a right job at right time.
Preocess/Method
Preliminary Interview
The purpose of preliminary interviews is basically to eliminate
unqualified applications based on information supplied in application forms.
The basic objective is to reject misfits. On the other hands preliminary
interviews is often called a courtesy interview and is a good public relations
exercise.
Selection Tests
Jobseekers who past the preliminary interviews are called for tests.
There are various types of tests conducted depending upon the jobs and the
company. These tests can be Aptitude Tests, Personality Tests, and Ability
Tests and are conducted to judge how well an individual can perform tasks
related to the job. Besides this there are some other tests also like Interest
Tests (activity preferences), Graphology Test (Handwriting), Medical Tests,
Psychometric Tests etc.
Employment Interview
The next step in selection is employment interview. Here interview is a
formal and in-depth conversation between applicant‘s acceptability. It is
considered to be an excellent selection device. Interviews can be One-to-One,
Panel Interview, or Sequential Interviews. Besides there can be Structured and
Unstructured interviews, Behavioral Interviews, Stress Interviews.
Reference & Background Checks
Reference checks and background checks are conducted to verify the
information provided by the candidates. Reference checks can be through formal
letters, telephone conversations. However it is merely a formality and
selections decisions are seldom affected by it.
Selection Decision
After obtaining all the information, the most critical step is the
selection decision is to be made. The final decision has to be made out of
applicants who have passed preliminary interviews, tests, final interviews and
reference checks. The views of line managers are considered generally because
it is the line manager who is responsible for the performance of the new
employee.
Physical Examination
After the selection decision is made, the candidate is required to
undergo a physical fitness test. A job offer is often contingent upon the
candidate passing the physical examination.
Job Offer
The next step in selection process is job offer to those applicants who
have crossed all the previous hurdles. It is made by way of letter of
appointment.
Final
Selection
3 Recruitment
The
process of attracting individuals on a timely basis, in sufficient numbers, and
with appropriate qualifications, and encouraging them to apply for jobs with an
organization.
Recruitment Sources and Methods
n Recruitment
sources: Place where qualified individuals are found
n Recruitment
methods: Means by which potential employees can be attracted to the firm
Methods Used in Internal Recruiting
n Job
Posting
n Employee
Referrals
n Internal
Job Fairs External Recruitment Sources
Why
external recruitment?
n Acquire
skills not possessed by current employees
n Obtain
employees with different backgrounds to provide a diversity of ideas
n External
Recruitment Sources
v Internet
v Community
Colleges
v Colleges
and Universities
v Competitors
and Other Firms
v Outplacement
Firms
v Military
Personnel
v Consultants
or Researcher
v Professional
Associations
External
Recruitment Methods
n Advertising
n Employment
Agencies
n Job
Fairs/Virtual Job Fairs
n Executive
Search Firms
n Target
Research
n Internships
n Professional
Associations
n Open
Houses
n Event
Recruiting
n Sign-on
Bonuses
n Company
Database
n Target
Internet sites
4 Managerial Skills Development
• Overall
development in a person
• Not only
improvement in job performance, but also improvement in knowledge, personality, behavior of executive
• Focus
more on personal growth
• Executive
development improves job performance as well as job behavior
• Understands
cause & effect relationships, synthesize from experience, visualizes
relationship &
thinks logically
Definition
• Executive/
Managerial development is a systematic process of growth and development by
which the managers develop their abilities to manage.
• It is
concerned with improving the performance of the manager by giving them
opportunities to grow.
Objectives of Executive
Development Programs
• To over
haul the management skills
• To
improve the performance of the managers
• To
identify the person with the required potential and prepare them for senior
positions.
• To
increase morale of the members of the management group.
• To
increase versatility of the management group.
• To keep
the executives abreast with the changes and developments in their respective
fields.
Executive Development Process
• Identifying
Development Needs- how many & what type of executives-org, individual needs
• Appraisal
of Present Managerial Talent – assessment is made to compare with the standard
expected from him
• Inventory
of Executive man power
– Age,
education, experience, qualification
– Strengthens,
weakness in certain functions related to org needs
• Developing
development programmes
– Skill
development, changing attitudes & knowledge acquisition
• Conducting
Development Programmes- participating
• Evaluating
development Programmes
– Appraise
the effectiveness, highlight weakness
METHODS OF EXECUTIVE DEVELOPMENT
• on the
job development
• Under
this method, the manager is placed on a regular job and the necessary skill is
taught to perform the job efficiently. On the job training has the advantage of
giving first hand knowledge and experience under the actual working condition
• Executive
Development Methods
ON THE
JOB
Coaching
Job rotation
Understudy
Multiple
Management
OFF THE
JOB
Lecture
Case
Studies
Group
Discussion
Role
Playing
Management
games
In Basket
Exercise
Sensitivity
Training
5 Pay and Rewards
Work
performance is affected by:
Job
characteristics and (physical) work environment
+
Abilities
and skills
+
The
willingness to perform
Rewarding
Employees
n Major
strategic rewards decisions:
n What to
pay employees
n How to
pay individual employees
n What
benefits to offer
n How to
construct employee recognition programs
n What to
pay
n Need to
establish a pay structure
n Balance
between:
n Internal
equity – the value of the job for the organization
n External
equity – the external competitiveness of an organization‘s pay relative to a
pay elsewhere in its industry
n A
strategic decision with trade-offs
Definition
of Reward Management
• This
management discipline is concerned with the formulation and implementation of
strategies and policies, the purposes of which are to reward employees fairly,
equitably and consistently in accordance with their value to
the organisation.
• It deals
with design, implementation and maintenance of reward systems (processes,
practices, procedures) that aim to meet the needs of both the
organisation and its stakeholders.
Philosophy
of Reward Management
n Strategic
sense: long-term focus & it must be derived from the business strategy
n Total
Reward approach: considering all approaches of reward (financial or not) as a
coherent whole; integration with other HRM strategies
n Differential
reward according to the contribution
n Fairness,
equity, consistency, transparency
Economic
theories (partially) explaining pay levels
n Supply
& Demand: labor market factors
n Efficiency
wage theory: attraction of better employees, motivation, reducing fluctuation
leads to high wages
n Human
Capital theory: productivity differences
n Principal
– Agent Theory: inequality in the information leads to „agency costs‖
n The
effort bargain: collective bargaining
The 4Ps
of Reward
n Pay
n Salary,
bonus, shares, etc.
n Praise
n Positive
feedback, commendation, staff-of-the-year award, etc.
n Promotion
n Status,
career elevation, secondment, etc.
n Punishment
n Disciplinary
action, withholding pay, or criticism, etc
Strategic
Reward Management
n Where do
we want our reward practices to be in a few years time? (vision)
n How do we
intend to get there? (means)
Reward
Strategy
n A
declaration of intent that defines what the organisation wants to do in the
longer term to develop and implement reward policies, practices and processes
that will further the achievement of its business goals and meet the needs of the
stakeholders.
n It gives
a framework to other elements of reward management.
The
structure & content of a Reward strategy
n Environment
analysis:
n Macro-level:
social, economical, demographic
n Industrial
level
n Micro-level:
competitors
n Analysis
of the „inner environment‖: strategy, job evaluation, financial conditions…
n Gap-analysis
n Guiding
principles
n Broad-brush
reward strategy
n Specific
reward initiatives
Job-evaluation
A
systematic process
n For
defining the relative worth/ size of jobs/roles within an organisation
n For
establishing internal relativities
n For
designing an equitable grade structure and grading jobs in the structure
n To give
an input for reward considerations
Dimensions
of job evaluation
n Relative
or measured to an absolute scale
n Relative:
compares jobs to one another within the company
n Absolute:
compares to an „independent‖, external measure
n Analytical
or non-analytical (global)
n Analytical:
measures factors or elements of the jobs
n Non-analytical:
measures the job as a whole
Wage gaps
n Wage gaps
can occur in companies using international benchmarking in job evaluation. The
cause is simple:
n The
market of top managers is usually international: they earn international wages,
or they leave the firm
n The
market of workers with little or no qualification is local in (nearly) every
case: they earn local wages.
n In less
developed countries this can lead to enermous wage gaps between the „top‖ and
„bottom‖ employees.
Components
of Total Remuneration
n Base pay: Base pay is the fixed
compensation paid to an employee for performing specific job responsibilities. It is typically paid
as a salary, hourly (or in some situations piece rate). There is a tendency
towards market orientation and the increasing role of qualifications.
n Contingent pay: Individual contingent pay
relates financial rewards to the
n individual
performance, organisation or team performance,
n competence,
n service,
n contribution
or
n skill of
individual employees.
Consolidated pay: built into the base pay
Variable pay: provided in the form of cash
bonuses (increasing role nowadays).
n Employee benefits: Elements of remuneration given
in addition to the various forms of cash
pay.
Contingent
pay
n Individual
contingent pay is a good motivator (but to what extent?) for those who receive
it.
n It
attracts and retains better workers.
n It makes
labour related expenditures more flexible.
n It can
demotivate those who don‘t receive it (depends on performance measurement)
n Can act
against quality and teamwork.
Types of
individual contingency pays
n Performance-related:
increases basic pay or bonuses related to assessment of performance
n Competence
related: Pay increases related to the level of competence
n Contribution-related:
pay is related both to inputs and outputs
n Skill-based:
pay is related to acquisition of skills
n Service-related:
pay is related to service-time
Team
based pay
n Pay is
related to team performance
n It can
encourages teamwork, loyalty and co-operation
n It can be
demotivating on individual level (encourages social loafing) Organisaton-wide
schemes
n Profit-Sharing
Plans – organization-wide programs that distribute compensation based on an
established formula designed around profitability
n Gain
Sharing – compensation based on sharing of gains from improved productivity
n Employee
Stock Ownership Plans (ESOPs) – plans in which employees acquire stock, often
at below-market prices
Employee
benefits
n Attractive
and competitive total remuneration
n Provide
for the personal needs
n Increase
commitment toward the organisation
n Tax-efficient
Main
types of Employee benefits
n Pension
schemes
n Personal
(and family) security: different types of insurances
n Financial
assistance: loans, house purchase schemes, discount on company services…
n Personal
needs: holidays, child care, recreation facilities, career breaks…
n Company
cars and petrol
n Intangible
benfits: quality of working life…
n Other
benefits: mobile phones, notebooks…
n Cafeteria
systems
6 Managerial Motivation
What is
Motivation?
Motivation
refers to the process by which a person‘s efforts are energized directed and
sustained towards attaining a goal.
Three key
elements I. Energy
II. Direction
III. Persistence
Energy:
The
energy element is a measure of intensity or drive. A motivated person puts
forth effort and works hard however the quality of effort must also be
considered.
Direction:
High
levels of effort do not necessarily need to favorable job performance unless
the effort is channeled in a direction that benefits the organization.
Persistence:
Effort
that is directed toward and consistent with organization goals is the kind of
effort we want from employees.
Finally
motivation includes a persistence dimension. We want employees to persist in
putting forth effort to achieve those goals.
THEORIES
OF MOTIVATION
Maslow‘s
Hierarchy Of Needs Theory
McGregor‘s
Theory X and Theory Y
Herzberg‘s
Two-Fact Theory
McClelland‘s
Three-Needs Theory Maslow‘s Hierarchy Of Needs Theory
Maslow
Argues that each levels in needs hierarchy must be substantially satisfied
before the next need becomes dominant.
An
individual moves up the needs hierarchy from one level to the next.
He
considered psychological and safety needs(lower order needs)
He
considered social, esteem, self actualization needs (higher order needs)
Lower
order needs are predominantly satisfied externally
Higher
order needs are satisfied internally
McGregor‘s
Theory X and Theory Y
Douglas
McGregor is best known about two assumption of human nature. Theory X and
Theory Y
Theory X
is a negative view of people
Theory Y
is a positive view of people
Theory Y
assumption should guide management practice and proposed that participation and
decision making responsible and challenging jobs and good group relations would
maximize employee motivation.
Herzberg‘s
Two-Fact Theory
Also
Called motivation hygiene theory
Have two
factors
(i)Intrinsic
factors: job satisfaction
(ii)Extrinsic
factors: job dissatisfaction
McClelland‘s
Three-Needs Theory
David
McClelland and his associates proposed the three needs theory which says there
are three acquired(not innate{not in born}) needs that are major motivators in
work
Three
needs are:
i.
Need for achievement
ii.
Need for power
iii.
Need for Affiliation
7 Effective Management Criteria
Effective managers lead to business success
1. Know what is going on.
Be aware
of what is happening in your sector, your organisation andyour team. Knowledge
gives you the tools to plan ahead, use your resources effectively andmake
informed decisions.
2. Create a sense of direction.
Establish
clear goals and objectives for your employees – andexplain how these fit into
an overall plan. Be ready to alter goals as circumstances change, butalways
explain why. Make sure tasks, projects and meetings have a purpose and an
outcome: ashared sense of direction is the core of a tightly knit, focused team.
3. Make decisions.
Your
staff look to you for leadership, and that means making
decisions.Indecisiveness will wear away at your credibility and create
uncertainty in your team. By allmeans consult with your staff before making a
decision, but take responsibility for making ityourself.
4. Lead by example.
Whether
you like it or not, you set the tone for your team and they willfollow your
example. If you are slack, they will be slack; if you are sharp, they will be,
too. It isup to you to set the standards you want your team to aspire to, and
communicate those standardsin what you do, what you say and how you say it.
5. Consult and delegate.
You
cannot do everything by yourself, so don‘t even try. Talk to your staff about
the business, listen to what they say and take their ideas on board. Pass work
on to people who can do it and trust them to get the job done.
6. Take responsibility for your team.
Ultimately,
you are responsible for your team‘s performance. If they perform poorly, that‘s
a reflection on you. So be accountable for their performance and don‘t pass the
buck – blame only creates resentment and division. Acceptingresponsibility will
earn your employees‘ loyalty and respect.
7. Ask your staff what they want to achieve.
Successful
organisations harness the interests andambitions of their staff, who will work
with greater enthusiasm and commitment when they havea personal stake in a
business or project. Find out what they want to achieve and give them themeans
to achieve it.
8. Praise your staff for work well done.
Never
pass up an opportunity to commend your staff for working well and always
acknowledge their contribution to successful projects. A pat on the back costs
nothing, but instils a sense of pride and increases motivation. You might
evenconsider developing some sort of incentive or reward scheme.
9. Be completely fair.
Favouritism,
however subtle, creates jealousy and damages morale. It‘svital that you don‘t
show preference for one person over another, and you give your attentionequally
to your staff. This doesn‘t mean you treat them all in exactly the same way,
however:good managers realise that people respond to different incentives.
10. Deal with errors calmly.
If you
lose your temper, you lose credibility. Deal with mistakescalmly and without
rancour. If you have cause to criticise someone, never do so publicly – it
isdamaging to individual pride and collective morale.
There are
also following facts that should be kept in mind for effectivemanagement:
1. Low competence, high commitment
This
bucket tends to contain inexperienced or new teammembers. They often lack the
training and experience to be highly competent, but they make upfor it in
enthusiasm and commitment to the job at hand.
2. Low to moderate competence, low commitment
This
bucket contains poor performers aswell as good performers who are temporarily
frustrated. Frustration is usually caused bysomeone who wants to do a good job
but doesn‘t yet have the expertise to perform to their expectations.
8 Performance Appraisal Measures
By means
of HRD activities, the manager develops the technical, managerial, behavioral
knowledge, skill ability and values, which are necessary to perform present and
future role.
The
process of performance appraisals helps the manager and management to know the
actual performance level of manager when compared to standard level.
Performance
appraisal is the basis of HRD, based on which promotions ,demotion, salary
fixing etc. can be decided. It is the basis for the individual development
Definitions
It is a
method of evaluating the behaviour of the manager in work spot, both
qualitative and quantitative aspect.
It is the
degree of accomplishment of the task that makes up an individual job.
The
performance of an employee is his resultant behavior on task which can be
observed & evaluated
Performance
is measured in degree of the result achieved.
Performance
Appraisal :
Performance
Appraisal (PA) refers to all those procedures that are used to evaluate the
personality, performance, potential, of its group members
Purpose
of PA-Remedial, maintenance, development
Characteristic
feature of performance appraisal
Performance
appraisal is the systematic description of the manager job relevant strength
and weakness.
Basic
purpose is to find out how well the manager is performing the job.
Appraisals
are arranged periodically.
Performance
appraisal is a continuous process.
Secure
information for making correct decisions on employees
Performance
appraisal is followed by corrective measures
NEED FOR
PERFORMANCE APPRAISAL
ü Provides
information about the performance rank.
ü Provide
feedback information about the level of achievements and behaviours of
subordinate.
ü Prevent grievances and maintains discipline
ü Creates
and maintain satisfactory level of performance.
ü Contributes
to manager growth and development through training programs.
ü Helps the
superior to have proper understanding about their subordinates.
ü Helps to
adopt job changes with the help of continuous ranking.
ü Facilitates
fair and equitable compensation, based on performance.
ü Facilitates
in testing and validating selection tests, interview techniques, by comparing
their scores with performance standards.
ü Provides
information for making decisions regarding layoff, retrenchment etc.
The
Appraisal Model
The
appraisal model consists of three kinds of appraisals:
Comprehensive
review
Progress
or periodic review
Continuous
monitoring Formal Comprehensive Review
It is
conducted at least once a year.
Performance
is reviewed for the period.
Progress
or Periodic review
Identifies
the problems or barrier that hinder effective performance at regular intervals.
Open
communication between superior and subordinate
Priorities
can be rearranged and objectives can be reorganized
Continuous
monitoring
If the
system deviates from the plan , one does not have to wait for the next periodic
review to correct it. The superior and the subordinate discuss the situation
such that corrective action can be taken immediately in order to prevent further
deviation.
Process of PA
Performance
appraisal methods
With the
evolution and development of the appraisal system a number of methods or
techniques of performance appraisal have been developed. They can be classified
as
Traditional
method
Graphic
rating scales
Ranking
method
Paired
Comparison Method
Forced
Distribution Method
Check
List Method
Critical
Incident Method
Essay
Appraisal Form
Modern
method
BARS
(Behaviourally Anchored Rating Scales)
Assessment
centres
Management
By Objective
Psychological
Appraisal
360-Degree
Feedback
Problems
of Performance Appraisal
Halo
effect- one trait
The Error
of Central tendency
Rating
all in the middle – avoid both extremes of scale
The
leniency and strictness – liberal rating
Personal
prejudices - dislikes
Recent
effect
Recent
action
Negative
rating
Less
reliability and validity
How to
minimize the problems
The
problems of performance appraisal can be minimized through the following means:
By
covering an open meeting with the appraisers and discussing the performance of
the manager before an after performance review discussions.
By
encouraging every one to comment on each other‘s achievements and area
requiring improvement.
The
appraiser should be objective and speak the truth.
By
conducting counselling meeting with the managers to appraise them of their
performance and consequences.
9 Balanced Scorecard
New
Approach to strategic management was developed in the early 1990‘s
Dr.Robert
Kaplan, David Norton ( HBS)
Recognizing
the weakness and vagueness of previous management approaches
This
approach provides a clear prescription as what companies should measure in
order to balance the financial, customer , learning & growth and internal
business process
The
balance scorecard is a management system that enables organizations to clarify
their vision and strategy and translate them into action
It
provides feedback around both internal business process and external outcomes
in order to continuously improve strategic performance & results
Companies
must make to create future value through investment in customers, suppliers,
employees, process, technology, innovation
The
balance scorecard suggests that we view organization from four perspectives and
to develop metrics, collect data and analyze it relative to each of these
perspectives
1. Learning
& Growth Perspective
Includes
employee training, corporate cultural attitudes related to both individual
& corporate self improvement
In
knowledge- worker org , People – the only repository of knowledge are the main
resource in the current climate of rapid change in technology
Knowledge
workers has be put in continuous learning process
They
constitute the essential foundation for any success of organization
Learning
is more than training
2. Business
Process Perspective
Refers to
internal business process
Allows
the managers to know how well their business is running and whether its
products and services conform to customer requirements
Designed
by person who know the process intimately
Two kinds
of business process
Mission
oriented processes
Support
processes - benchmark
3. Customer
Perspective
Realized
the importance of customer focus and customer satisfaction
Poor
performance in this perspective indicates the future decline
Developing
metrics for satisfaction – customers should be analyzed in terms of kinds of
customer, kind of process which we are providing a product or service to those
customer groups
4.Financial
Perspective
Timely
& accurate funding data will always be a priority
Enough
handling and processing of financial data
With the
implementation of a corporate database, more process can be centralized and
automated
Risk
assessment and cost- benefit data also should be added
10 Feedback
Feedback
is a planned, systematic intervention in the life of an individual -who is
capable of choosing the goal and the direction of his own development.
Thus the
purpose of counselling is to help the employee become aware of his own
performance, his strengths and weaknesses, opportunities available for
performance development and the threats in the form of technological change
etc.
360-Degree
Feedback
360-degree
appraisal is basically a Multi-rater appraisal and feedback system. In this
system, the employee is assessed periodically (once in a year and sometimes
even half yearly) by a number of assessors including his
Supervisor
immediate
subordinates
Colleagues
internal
customers and
external
customers
Importance
of 360-degree feedback
A
360-degree evaluation is valuable because people don‘t act the same towards
everyone.
Another
important aspect of 360-degree feedback is the inclusion of self-evaluations –
think about Strength, weakness
360-degree
feedback evaluations have the advantage of confidentiality
360-degree
feedbacks are known as multi-rater assessments since the number of evaluations
is increased to include peers, supervisor and subordinates to offer a more
balanced and comprehensive view and improve the quality of performance
measures.
Benefits
both the organization but also to appraise
Objectives
Of 360-Degree Feedback
Insight
into the strong and weak areas of the candidate in terms of the effective
performance of roles, activities, styles, traits, qualities, competencies
knowledge, attitudes and skills, impact on others and the like.
Identification
of developmental needs and preparing developmental plans more objectively in
relation to current or future roles and performance improvements for an
individual or a group of individuals.
Data generation
to serve as a more objective basis for rewards and other personnel decisions.
Alignment
of individual and group goals with organizational vision, values and goals.
Reinforcement
of other change management efforts and organization effectiveness directed
interventions.
Appraisers
The
appraiser may be any person who has thorough knowledge about the job contents
to be appraised. The appraiser should be capable of determining what is more
important and what is relatively less important. He should prepare reports and
make judgments without bias.
Supervisors
Familiarity
Responsibility
Linking T
&D
Peers-
contribution, reliability, initiative, interpersonal effectiveness
Subordinates
Self
Appraisal - MBO
360-Degree
Feedback
Steps
The
assessment is made in a questionnaire specially designed to measure behaviours
considered as critical for performance
Others do
the Appraisal anonymously and the assessment is collected by an external agent
(consultant) or specially designated internal agent (for example the HR
Department).
The
assessment is consolidated. Feedback profiles are prepared and given to the
employee.
This type
of multi-perspective evaluation is more complete and accurate than the
traditional top-down evaluation
360-degree
feedback can be used for
Self
development and individual counselling
Part of
organized training and development
Team
building
Performance
management
Strategic
or organization development
Validation
of training and other initiatives
Fixing Remuneration
Advantages of 360-Degree Feedback
It is
more objective than a one-person assessment of traits and qualities.
It adds
objectivity and supplements the traditional appraisal system.
It is
more participative and enhances the quality of HR decisions.
It is
suitable for new organizational cultures being promoted by most world-class
organizations (participative culture, learning culture, quality culture
teamwork, leadership culture etc)
Provides
quality and large quantity of detailed information about a person.
It has
morale boosting effect
Phases of
Feedback Exercises
Orientation
Questionnaire
distribution
Monitoring
& following up
Data
feeding and reports
Counselling
11 Career Management
Career
management is the combination of structured planning and the active management
choice of one's own professional career. The outcome of successful career
management should include personal fulfillment, work/life balance, goal
achievement and financial security
Career
stages
1. Entry to
the organization when the individual can begin the process of self-directed
career planning.
2. Progress
within particular areas of work where skills and potential are developed
through experience, training, coaching, mentoring and performance manage- ment.
3. Mid-career
when some people will still have good career prospects while others may have
got as far as they are going to get, or at least feel that they have. It is
nec- essary to ensure that these ‗plateaued‘ people do not lose interest at
this stage by taking such steps as providing them with cross-functional moves,
job rotation, special assignments, recognition and rewards for effective
performance, etc.
Later
career when individuals may have settled down at whatever level they have
reached but are beginning to be concerned about the future. They need to be
treated with respect as people who are still making a contribution and given
oppor- tunities to take on new challenges wherever this is possible. They may also need reassurance
about their future with the organization and what is to happen to them when
they leave.
5. End of
career with the organization – the possibility of phasing disengagement by
being given the chance to work part time for a period before they fi nally have
to go should be considered at this stage.
Career
development strategy
A career
development strategy might include the following activities: a policy of
promoting from within wherever possible; • career routes enabling talented
people to move from bottom to top of the organization, • or laterally in the fi
rm, as their development and job opportunities take them; personal development
planning as a major part of the performance management • process, in order to
develop each individual‘s knowledge and skills; systems and processes to
achieve sharing and development of knowledge (especially • tacit) across the fi
rm; multi-disciplinary project teams with a shifting membership in order to
offer develop- • mental opportunities for as wide a range of employees as
possible.
Career
management activities
As
described by Hirsh and Carter (2002), career management encompasses
recruitment, per-sonal development plans, lateral moves, special assignments at
home or abroad, development positions, career bridges, lateral moves and
support for employees who want to develop.
Career
management practices 1. Postings regarding internal job openings.
2. Formal
education as part of career development.
3. Performance
appraisal as a basis for career planning.
4. Career
counselling by manager.
5. Lateral
moves to create cross-functional experience.
6. Career
counselling by HR department.
7. Retirement
preparation programmes.
8. Succession
planning.
9. Formal
mentoring.
10.
Common career paths.
11.
Dual ladder career paths (parallel hierarchy for
professional staff).
12.
Books and/or pamphlets on career issues.
13.
Written personal career planning (as done by the
organization or personally).
14.
Assessment centres.
15.
Peer appraisal.
16.
Career workshops.
17.
Upward (subordinate) appraisal.
The process of career management
Career planning
Career
planning involves the defi nition of career paths – the routes people can take
to advance their careers within an organization. It uses all the information
provided by the organization‘s assessments of requirements, the assessments of
performance and potential and management succession plans, and translates it
into the form of individual career development programmes and general
arrangements for management development, career counselling and mentoring.
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