[TM] Finals Review: Employer Branding / Performance Appraisal

- Employer Branding / Performance Appraisal and Management

Employer Brand

• The identity perceived by the public.

• A company’s reputation as a place to work.

Employer Brand

• It is how people perceive the company’s values and work environment.

Employer Branding

The process of defining your company’s Employer Brand and your Employer Value Proposition (EVP).

Employer Branding

* The lived experience you promise, and then deliver for your applicants and employees.

Employer Branding

This process spans from interview to exit (and even beyond).

Employer Branding

The goal of __________ is to present your company as a desirable employer in order to attract high-quality candidates.

Reputation, Proposition, Experience

What are the 3 Components of Employer Branding?

Reputation

3 Components of Employer Branding

Modern job seekers weigh a prospective employer’s ______ heavily in their decision to apply for a job or accept an offer.

Career Catalyst, Culture, Citizenship

3 Components of Employer Branding

The employer’s reputation can be evaluated according to the three C’s: ________, _______, _______.

Proposition

3 Components of Employer Branding

Job seekers and employees inevitably ask themselves, “Is this work worth the effort?”

Employer Value Proposition (EVP)

3 Components of Employer Branding

The _____________ clearly articulates the “give and get” that defines an employer-employee relationship at a particular organization.

Experience

3 Components of Employer Branding

The employee _________ is extremely valuable and plays a huge role in building and solidifying your reputation as an employer.

Employer Brand

Employee Value Proposition

• Drives external perception

• What the world perceives of you as an employer

Employee Experience

Employee Value Proposition

• Shapes internal reality

• What it’s really like to work for the business

Career Page, Candidate Communication, Culture and Corporate Values, Website and Blog, Job Listings

Employee Branding Framework

• These are the factors you can control

Company Reviews, Employee Stories and Advocacy, Social Media Activity

Employee Branding Framework

• These are the factors you can directly influence

Public Perceptions, Awards and Accolades

Employee Branding Framework

• These are the factors you can indirectly influence

Can control

Employee Branding Framework

Career Page, Candidate Communication, Culture and Corporate Values, Website and Blog, Job Listings are all factors you _________.

Can directly influence

Employee Branding Framework

Company Reviews, Employee Stories and Advocacy, Social Media Activity are all factors you ________.

Can indirectly influence

Employee Branding Framework

Public Perceptions and Awards and Accolades are factors you can _________.

Which positions do you need to fill? Who is your ideal candidate? What makes you an exceptional employer? Why would your ideal candidate want to work for your company?

What are the Big 4 Employer Branding Questions?

Performance Appraisal

• Evaluating the performance and potential of employees typically to determine compensation.

• Done once or twice year

Performance Appraisal

Performance Management VS Performance Appraisal

• Corrections are made retrospectively (looking back).

• Typically inflexible.

Performance Management

• Managing and developing employee performance to foster growth within the organization.

• Ongoing process.

Performance Management

Performance Management VS Performance Appraisal

• It is a forward looking process.

• Completely flexible.

Performance Management

• A strategic and formal process that aims to align individual goals with group and organizational goals.

Performance Management

• Essential in ensuring that workers stay productive and engaged.

Performance Management

Key individual career decisions, like bonuses, promotions, and dismissals are all linked to this process.

Silent Monitor

• A small four-sided wooden block that was used by Robert Owen as a means of imposing discipline at his New Lanark Mills.

• Colors:

  • Black - indicates Bad Behavior

  • Blue - indicates Indifferent Behavior

  • Yellow - Good Behavior

  • White - Excellent Behavior

Robert Owen

• The creator of the Silent Monitor. As he was strongly opposed to using corporal punishment, he created the four-sided wooden block as a means to keep discipline in the mills.

Silent Monitor

• The colors of this wooden block include:

  • Black - indicates Bad Behavior

  • Blue - indicates Indifferent Behavior

  • Yellow - Good Behavior

  • White - Excellent Behavior

Black

Silent Monitor

Bad behavior

Blue

Silent Monitor

Indifferent

Yellow

Silent Monitor

Good behavior

White

Silent Monitor

Excellent behavior

1920s

Evolution of Performance Management

• The Performance Appraisal’s Informal Beginnings

1950s

Evolution of Performance Management

• Developing a Formal System and use of personality-based performance appraisal

1960s

Evolution of Performance Management

• Measuring Objectives and Goals

1970s

Evolution of Performance Management

• Finding flaws due to subjectivity and bias.

1970s

Evolution of Performance Management

• Introduction of psychometrics and rating scales.

1980s - early 2000s

Evolution of Performance Management

• Holistic Measures through use of multi-rater feedback system.

Strategic Purpose

General Purposes of Performance Management

To link the individual goals with the organization’s goals.

Developmental Purpose

General Purposes of Performance Management

Develop employees who are effective at their jobs.

Administrative Purpose

General Purposes of Performance Management

Information from performance management system is most often used for promotion, salary management, retention and termination processes and recognition.

Strategic Purpose, Developmental Purpose, Administrative Purpose

What are the 3 general purposes of performance management?

Drive Results, Build Capability, Carve Up Consequences

What are the three general purposes of performance management?

Targets, KRA/KPIs, Goals or Objectives, and Behaviors, Competencies, Values

What are the things we measure in Performance Management?

Goals

Measuring in Performance Management

• the purpose toward which an endeavor is directed.

• an “umbrella” statement that then needs to be broken down into how this will be achieved.

Objectives

Measuring in Performance Management

• the elements which, together, achieve the goal.

• break down the goal into “bite-size”, measurable units

Key Responsibility Area / Key Results Area (KRA)

Measuring in Performance Management

• general areas of outcomes or outputs for which a role, or a combination of roles, is responsible.

• areas within the organization where an individual or group, is logically responsible / accountable for the results.

Key Performance Indicators (KPI)

Measuring in Performance Management

• established to measure performance in Key Results Areas

50% Results, 50% Behavior

To sum everything up in what we measure in Performance Management, it is…

Ability, Motivation, Environment

What are the 3 things that influence Performance?

Ability

Factors that influence Performance

having the skills and knowledge required to perform the job

Motivation

Factors that influence Performance

desire to achieve a goal or a certain performance level

Environment

Factors that influence Performance

having the resources, information, support one needs to perform well

Planning, Monitoring, Reviewing, Rewarding

What are the 4 phases in the Performance Management Cycle?

Planning

Performance Management Cycle

• setting performance expectations and goals for groups and individuals to focus their efforts toward achieving organizational objectives.

Planning

Performance Management Cycle

• 3 approaches to identify individual performance targets:

  • Top-down (company goals)

  • Left-right (functional KRAs)

  • Job Descriptions

Top-down (company goals), Left-right (functional KRAs), Job Descriptions

Performance Management Cycle: Planning

What are the 3 approaches you can use to identify individual performance targets?

Monitoring

Performance Management Cycle

• consistently measuring performance and providing ongoing feedback to employees toward reaching their goals.

Reviewing

Performance Management Cycle

• assessing the achievements the employees have made towards accomplishing their set goals.

Monitoring & Reviewing

Performance Management Cycle

• 3 things to consider:

  • Performance data sources

  • Performance standards and rating scales

  • Calibration process

Performance data sources, Performance standards and rating scales, Calibration process

Performance Management Cycle

What are the 3 things to consider during the Monitoring & Reviewing phase?

Rewarding

Performance Management Cycle

• recognizing and compensating employees for good performance