Management development Objectives

(1) To provide adequate leaders. (2) To increase the efficiency of performance of existing executives. (3) To serve as a means of control in operations (4) To train managers for higher assignment who show potential for growth greater than those of their colleagues. (5) To prepare them for adaptation to changes, environmental, ideological and technological. (6) To develop unity of purpose and improve morale.

Management Development Approaches

Management Development and Performance Improvement programs have traditionally utilized three approaches

Training Programs Performance Appraisals Organizational Surveys

and most recently, 360 Feedback Programs

Performance appraisal
Definition
The process by which a manager or consultant (1) examines and evaluates an employee's work behavior by comparing it with preset standards, (2) documents the results of the comparison, and (3) uses the results to provide feedback to the employee to show where improvements are needed and why. Performance appraisals are employed to determine who needs what training, and who will be promoted, demoted, retained, or fired.

Performance Reviews
What is Performance Appraisal?
A performance appraisal is a review and discussion of an employee's performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job, not on the employee's personality characteristics. The appraisal measures skills and accomplishments with reasonable accuracy and uniformity. It provides a way to help identify areas for performance enhancement and to help promote professional growth. It should not, however, be considered the supervisor's only communication tool. Open lines of communication throughout the year help to make effective working relationships.

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Each employee is entitled to a thoughtful and careful appraisal. The success of the process depends on the supervisor's willingness to complete a constructive and objective appraisal and on the employee's willingness to respond to constructive suggestions and to work with the supervisor to reach future goals.

Why Appraise Performance?

Periodic reviews help supervisors gain a better understanding of each employee's abilities. The goal of the review process is to recognize achievement, to evaluate job progress, and then to design training for the further development of skills and strengths. A careful review will stimulate employees interest and improve job performance. The review provides the employee, the supervisor, the Vice President, and Human Resources a critical, formal feedback mechanism on an annual basis, however these discussions should not be restricted solely to a formal annual review.

A Pay-for-Performance Structure
Annually, the appropriate supervisor evaluates each employees performance. In the case where an employee has changed jobs part-way through the appraisal period, both of the employees supervisors during the appraisal period should submit an appraisal of the employees performance. During the performance evaluation process, the most recent job description on file with Human Resources will be reviewed and updated if necessary, by both the employee and the supervisor. Employees are reviewed for a salary increase, annually, effective July 1st. The amount of the salary increase pool of funds is recommended by the administration and approved by the Board of Trustees. The method for allocating funds is based on rewarding meritorious performance. Merit increases will be awarded on a payfor-performance basis and are based on individual performance. When used as intended, a pay-forperformance structure achieves the goal of rewarding truly top performers with merit increases that match their achievements and contributions

1) 2) 3) 4) 5)

Goal Setting Review Meetings Mid-Year Review Tips for Employees Tips for Supervisors Promotions & Transfers

6)

Goal Setting
An important component of performance appraisal process is the identification of SMART goals. SMART Goals are widely known and recognized tools in performance management. All employees are asked to identify a series of goals that are Specific, Measurable, Actionable, Realistic, and Time-bound that they can work towards achieving in the year ahead

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Review Meetings
The Initial Performance Appraisal Meeting
1. The supervisor and employee meet to discuss the employees performance during the appraisal period and to discuss potential goals for the upcoming appraisal period. 2. Schedule the performance meeting in advance, allowing sufficient time to prepare for the meeting. Select a time free of stress for both participants. If possible, hold the meeting in a room that is neutral ground, not in the supervisors office where interruptions could occur. Two-way Discussion of the employees performance during the appraisal period is one of the most critical parts of the process. Allow adequate time for this meeting. Recognize that the review process is a high priority and is intended to be a constructive and cooperative process. Its primary emphasis is to foster development and growth. To help create such a tone and setting, consider these suggestions:

Ask questions and listen. Be open-minded to the information and opinions presented. Discuss strengths. This will sustain and reinforce high performance. Make suggestions constructive. When you point out a need for growth or change, offer suggestions for improvement. Consider each other's point of view. Remember each person will respond differently in a performance meeting. Keep comments job-centered. Avoid discussing personality unless it adversely affects job performance or your departments operation. Schedule a follow-up meeting to discuss the final Employee Appraisal form.

The Final Performance Appraisal Meeting

After the initial performance meeting, the supervisor/department head constructs their Employee Appraisal form and determines an overall performance rating for each employee. The supervisor/department head then meets with the Vice President to discuss the overall performance of each employee and the completed appraisal forms. Once the Vice President is satisfied that the appraisal is complete and accurate, the form(s) will be signed.

The supervisor then meets with the employee to discuss the final Employee Appraisal form and overall performance rating, finalizes the goals and professional development areas for the upcoming year, and has the employee sign and add any comments. Any comments written by the employee will be initialed by the supervisor and the department head. The employee then receives a copy of the final version. The employee also has the opportunity at this time to attach a copy of their Self-Appraisal form, if they wish, and/or any other materials that support their performance during the appraisal period.

All signed forms will be returned to the Vice President/Division Head, who in turn will forward them to the Human Resources office.

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Mid-Year Review
In order to facilitate frequent communication and periodic reviews between supervisors and employees, a mid-year review tool has been created. The mid-year review is not a formally monitored part of the performance appraisal process, and can be used as frequently as employees and supervisors see fit. It is recommended that the mid-year review tool be used at least once during the appraisal period, as it will help employees and supervisors recalibrate their performance objectives and goals throughout the year so that the formal performance appraisal process can be more rewarding.

Tips for Employees on Navigating the Performance Appraisal Process

The self-appraisal process provides you with the opportunity to review and consider your accomplishments, challenges, and performance of the past year from your perspective. Be positive and open. While we all have the tendency to be overly critical of ourselves, this selfappraisal is meant to bring out your positive qualities and consider areas for improvement. In the same spirit, give constructive suggestions to your supervisor when it applies. When you cite an area that needs attention, offer suggestions for improvement. Take sufficient time to prepare for your performance meeting with your supervisor. Even if you choose not to complete a formal self-appraisal, this meeting is one of the best opportunities you have to freely discuss your performance and goals with your supervisor.

Tips for Supervisors

Tips for Supervisors on Navigating the Performance Appraisal Process
In preparation of the appraisal, familiarize yourself with all aspects of the process. To properly complete the performance appraisal form, it is essential that you thoroughly understand the duties and requirements of the position held by the employee. Therefore you should review the Position Description, which was distributed at the start of the performance appraisal process. If After reviewing the Position Description and holding an initial performance meeting with the employee, complete an Employee Appraisal form and determine an overall performance rating keeping in mind the following:

Be objective. Eliminate personal prejudice and feelings of favoritism. Consider each performance area independently. Do not assume that excellence in one area implies excellence in all areas or that poor performance in one area implies poor performance in all areas. Base your appraisal on observed performance during the appraisal period, not on what is expected in the future.

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Evaluate overall performance throughout the entire appraisal period. Do not base the ratings only on significant successes and failures. These should be considered in context with the total performance. Consider various aspects of the employee's performance that you want to discuss with the employee. The appraisal process should serve as a stimulus for better communication between you and the employee. Consider your appraisal in terms of the employee's present duties, not in terms of the duties of a future or past description. The appraisal should reflect your fair judgment of an employee's work performance. Make helpful suggestions and provide adequate instruction. Be prepared to discuss these items.

Determining an Overall Performance Rating

On the last page of the Employee Appraisal Form for both exempt and non-exempt employees, a summary box of the performance ratings selected for each performance area is provided to assist the supervisor in determining an overall performance rating. Determining the final performance rating is challenging because a combination of performance area averaging and subjectivity must be used. Using the summary box provided on the appraisal forms to determine the overall rating should be the first step, but then the supervisor must decide which performance areas evaluated should be weighted more heavily than others depending on the employees job responsibilities. Depending on the performance ratings of the most important performance areas, the overall performance rating may be adjusted.

Promotions & Transfers

Supervisors wishing to request a promotion for an employee may do so during the performance evaluation process. Promotions are based on evidence of significant increases in job responsibilities. Requests for promotions are submitted to the appropriate Division Head along with thePromotion/Reclassification Request Form. Promotion Requests are reviewed as deemed appropriate by your Division Head and the Office of Human Resources, including but not limited to the performance appraisal process or as a result of a new or vacant position being posted. All vacant and newly created positions will be posted on the Human Resources web page. Job postings will also be distributed to all departments on campus. Employees wishing to apply for a posted position must submit a resume to the Office of Human Resources. Only employees who have worked at WPI for a minimum of one year are eligible to transfer to another position.

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360 degree feedback

Performance-appraisal data collected from 'all around' an employee his or her peers, subordinates, supervisors, and sometimes, from internal and external customers. Its main objective usually is to assess training and development needs and to provide competencerelated information for succession planning not promotion or pay increase. Also called multirater assessment, multi-source assessment, multi-source feedback.

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