New Thinking on Employee Performance Management
William J. Rothwell, Ph.D., DBA, SPHR, SHRM-SCP, RODC, CPTD Fellow is President of Rothwell & Associates, Inc., Rothwell & Associates, LLC and Rothwell & Associates Korea. He has nearly 20 years of work experience as a Training Director and HR professional in government and a multinational company. business. He also worked as a consultant for over 50 multinational corporations including Motorola China, General Motors, Ford, and many others. More recently, he co-founded three small businesses—a personal care home for the elderly (employing 27 people), a motel (employing 9 people), and a vacation home business (employing 3 people). He is a Distinguished Professor in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus, and (in that capacity) leads an online program in Organization Development and Change and works in an onsite Ph.D. program on Talent/Organization Development.
His recent books since 2020 include: Succession planning simulation: A table top case study and role play at the Electric Company (2024, in press); The succession planning handbook (2024, in press); The inclusive, empathetic, and relational supervisor: Managing diverse employees through interpersonal relationships (2024, in press); Beyond symbolic diversity, equity, and inclusion: Toward sustainable social impact and social change (2024, in press); Revolutionizing the online learning journey: 1,500 ways to increase engagement (2024, in press); Winning the talent wars through neurodiversity: Getting the greatest value from a traditionally overlooked resource (2024, in press); Building an organizational coaching culture: Creating effective environment for growth & success in organizations (2024, in press); Sales: Do you know yourself? The salesperson’s guide to excellence: Proven strategies for achieving top results (2024, in press); Accelerated action learning: Using a hands-on talent development strategy to solve problems, innovate solutions, and develop people (2024, in press); Experiencing OD practice through case stories and role-plays-Instructor guide (2024, in press); Mastering the art of process consultation and virtual group coaching simulation (2023); Successful supervisory leadership (2023); Transformational coaching (2023); Effective succession planning (2023); Succession planning for small and family businesses (2022); High-performance coaching for managers (2022); Rethinking diversity, equity, and inclusion (2022); Organization development (OD) interventions: Executing effective organizational change (2021); Virtual coaching to improve group relationships (2021); The essential HR guide for small business and start ups (2020); Increasing learning and development’s impact through accreditation (2020); Adult learning basics, 2nd ed. (2020); and, Workforce development: Guidelines for community college professionals, 2nd ed. (2020). He can be reached by email at wjr9@psu.edu and by phone at 814-863-2581. He is at 310B Keller Building, University Park, PA 16803.
This webinar has been approved for 1.00 HR (General) recertification
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Performance management systems, while intended to enhance employee performance and development, often face criticism due to various challenges and shortcomings. Some key complaints about performance management include:
- Subjectivity and Bias: Critics argue that performance evaluations can be subjective and prone to bias. Managers may exhibit favoritism, and personal relationships can influence ratings, leading to inequitable assessments.
- Ineffective Feedback: Employees often express dissatisfaction with the quality and timeliness of feedback provided during performance reviews. Vague or infrequent feedback can hinder employee growth and development.
- Overemphasis on Ratings: Traditional performance management systems often rely heavily on numerical ratings or rankings. This approach may oversimplify employee contributions and fail to capture the nuances of individual performance.
- Stress and Anxiety: The process of annual or periodic performance reviews can create stress and anxiety among employees. The anticipation of evaluations and the potential impact on career advancement may negatively affect morale.
- Lack of Alignment with Goals: Employees may perceive a disconnect between their individual goals and the organization's objectives. If performance metrics are not aligned with the overall strategy, employees may question the relevance of their contributions.
- Inflexibility: Some performance management systems are criticized for being rigid and inflexible. This can be problematic in dynamic work environments where priorities and goals may change rapidly.
- Insufficient Recognition and Rewards: Employees may feel that their efforts are not adequately recognized or rewarded. A lack of meaningful recognition or incentive structures can lead to demotivation and disengagement.
- Focus on Past Performance: Traditional performance reviews often focus on past performance rather than emphasizing future development and improvement. Employees may prefer a forward-looking approach that helps them grow in their roles.
- Burden on Managers: Managers may find the performance management process time-consuming and administratively burdensome. This can result in rushed evaluations and a lack of meaningful engagement with employees.
- Lack of Employee Involvement: Employees may feel excluded from the performance management process. A lack of involvement in goal-setting and evaluation discussions can lead to a disconnect between employees and the evaluation process.
- Inability to Capture Soft Skills: Traditional performance metrics may struggle to capture and evaluate soft skills such as communication, teamwork, and adaptability, which are increasingly recognized as essential in the modern workplace.
This webinar will address these complaints and offer some ideas about how to solve the problems associated with performance management.
Areas Covered
- Key terms facts and figures about performance management
- Key complaints about performance management
- What to do about the key complaints?
Who Should Attend
HR professionals.
Why Should You Attend
Hear the common complaints about performance management and how to address those complaints.
Topic Background
Performance management is a frequent topic of interest for managers and HR professionals alike. There are many complaints about performance management. Hear some of the complaints and what can be done about them.
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$200.00
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