MOS Unit 4- Training and Appraising Employees

TRAINING + 2 Major Types

the process of teaching employees the basic skills/competencies they need to perform their jobs --> to function well within

2 Major Types: job-specific or more general

- strategic investment to human capital

DEVELOPMENT

training of a long term nature with the aim to prepare current employees for future jobs within the organization

Skills in greatest need of improvement...

Skills in greatest need of improvement are problem-solving, communications and teamwork

Canadian Council on Learning

Creation of the Canadian Council on Learning by the federal government to promote best practices in workplace learning

3 Main Learning Styles

1. AUDITORY- learning through auditory methods such as talking and listening

2. VISUAL LEARNING- learning through visual methods such as through pictures and print

3. KINTESTHETIC TACTILE LEARNING- Learning through a whole-body experience, such as learning through completing an activity

Four Guidelines to help trainers maximize the effectiveness of training process

1. At training start, provide trainees with overall picture of the material to be presented using as many visual aids as possible

2. Maximize similarity between training situation and the work situation and provide adequate training practice- give trainees the chance to use their new skills immediately on their return to work

3. Training motivation is affected by individual characters like conscientiousness and by the training climate→ provide realistic practice and correct responses are immediately reinforced

4. Create a perceived need for training in the minds of participants, provide preparatory information that will help establish trainee's expectations about events and consequences of actions that are likely to occur in the training environment and eventually on the job

NEGLIGENT TRAINING

LEGAL REASONS: occurs when an employer fails to adequately train an employee who subsequently harms a third party or is disciplines for safety infractions

- leads to actions of employee result in injuries or loss

REALITY SHOCK

discrepancy between what the new employee expected from their job and its realities

5 step training process

1. Training Needs Analysis

2. Instructional and Curriculum Design

3. Validation

4. Training Implementation

5. Evaluation of Training

1. Training Needs Analysis (5 step training process) + 2 Main Components (Textbook) + 3 Components (Lecture

- Process of determining the training that needs to be completed so that employees can do their job well

2 Main components: Task Analysis and Performance Analysis

3 Components:

1. Organization Analysis

2. Task Analysis

3. Person Analysis

TASK ANALYSIS

identifying the board competencies and specific skills required to perform job related tasks→ aim is to develop the skills and knowledge required for effective performance, job descriptions and specifications are helpful here

TASK ANALYSIS RECORD FORM (6)

Some employers sue TASK ANALYSIS RECORD FORM- 6 types of info

1. List of job's main tasks and subtasks

2. Indication of the frequency of tasks and subtasks

3. Measurable description of performance standards ofr each task and subtask

4. Conditions under which task is performed

5. Competencies and specific skills or knowledge required for each task and subtask, specifying exactly what knowledge or skills must be taught

6. Decision as to whether the task is best learned on or off the job based on several considerations such as training objectives, methods and resources

PERFORMANCE ANALYSIS

PERFORMANCE ANALYSIS- verifying whether there is a significant performance deficiency and if so, determining whether that deficiency should be rectified through training or some other means

Eg. sales people are expected to make 10 new contacts per week but John averages only 6

- Distinguishing between CAN'T DO (don't know of standards) and WON'T DO (employees could do a good job if they wanted to) problems are at heart of performance analysis

OBJECTIVES

specify what the trainee should be able to accomplish after successfully completing the training program

2. Instruction and Curriculum Design + Traditional Training Techniques (5 step training process)

Traditional Training Techniques

1. Programmed Learning

2. Informal Learning

3. Workplace/traditional learning: formal on the job training, apprenticeship training, job-instruction training, vestibule/simulated training, adventure-based learning, classroom learning

PROGRAMMED LEARNING + 3 Components

systematic method of teaching job skills that involves presenting questions or facts, allowing the person to respond and give learner immediate feedback on the accuracy or his or her answers

3 Components

1. Presenting questions, facts or problems to the learner

2. Allowing the person to respond

3. Providing feedback on the accuracy of his or her answers

Advantages of Programmed Learning

MAIN ADVANTAGE- reduces training time by ⅓

Facilitate learning

Disadvantages of Programmed Learning

DISADVANTAGE- trainees do not learn much more from programmed learning than they would from a traditional textbook

INFORMAL LEARNING

- ⅔ of industrial training is informal

- Any learning that occurs in which the learning process is not determined or designed by an organization

Workplace and Traditional Training Techniques

- formal on the job training

- apprenticeship training

- job-instruction training

- vestibule/simulated training

- adventure-based learning

- classroom learning

CLASSROOM TRAINING + 2 Types

Primary method of providing corporate training in Canada

1. Lectures

2. Blended learning

LECTURES

most widely used method of classroom training delivery

ADVANTAGES- quick and simple way of providing knowledge to large groups of trainees

BLENDED LEARNING

combination of instructor led training and online e-learning→ found to provide better learning results and higher learner engagement and enthusiasm

ON THE JOB TRAINING (OJT)

person learns about a job by actually performing it

Advantages of On the Job Training (OJT)

- relatively inexpensive

- trainees learn while producing, no need for expensive facilities

- Also facilitates learning since trainees learn by actually doing their job and get quick feedback about quality of their performance

- regular feedback- shadowed by one mentor

APPRENTICESHIP

- Situation where the learner/apprentice studies under the tutelage of a master craftsperson, blending classroom instruction with on the job training

- Apprentices become skilled workers through combination of classroom instruction and on the job training

JOB INSTRUCTION TRAINING (JIT)

listing of each job's basic tasks along with key points to provide step by step training for employees→ logical sequence of steps

E-LEARNING

- electronic dependent or web-based training

Advantages of E-learning

ADVANTAGES- ideal for adults, highly specialized business professional, and global organizations that want consistent training for all employees worldwide

Disadvantages of E-learning

DISADVANTAGES- content management, sound education strategy learner support and system administration should receive more attention as they are otne the critical determining factors in successful training outcomes → LEARNER CONTENT MANAGEMENT SYSTEMS

LEARNER CONTENT MANAGEMENT SYSTEMS

- completement learning management systems that are focused on the logistics of managing learning and together they form e-learning platform

- Learners are not motivated→ 50-90% dont complete online courses

AUDIOVISUAL TECHNIQUES

eg. CDs, DVDs, computer based techniques

Advantages of Audiovisual techniques

ADVANTAGES- use these when there is need to illustrate how a certain sequence should be followed over time, need to expose trainees to events not easily demonstrable in live lectures or training is going to be used nation-wide

- Instructional consistency (unlike human trainers)

- Mastery of learning (trainee cannot move on until they get it right)

- Flexibility for the trainee

- Increased trainee motivation (from responsive feedback)

Disadvantages of Audiovisual learning + 3 Options

DISADVANTAGES- costly

3 Options when it comes to audiovisual material

1. Buying an existing product

2. Making one

3. Using a production company

VIDEO CONFERENCING

connecting two or more distant groups by using audiovisual equipment

VESTIBULE OR SIMULATED TRAINING

training employees on special off the job equipment as in airplane pilot training, whereby training costs and hazards can be reduced

Advantages of Vestibule/Simulated Training

used when it is too costly or dangerous to train employees on the job

- immersive

3. Validation of Training Design (5 step training process)

- pilot study or run-through the program

- using a representative group of trainees.

- Results of pilot study are used to assess the effectiveness of the training

- If program passes, continue

- If program fails, recycle through process

4. Training Implementation (5-Step training process)

- implement training within organization

- aim is to maximize TRANSFER OF TRAINING

5. Evaluation of Training (5-step training process) + 2 Basic Issues to Address when Evaluating A Training Program

• Assesed by Transfer of Training

2 Basic Issues to Address When Evaluating A Training Program

1. If Controlled Experimentation can be used

2. Which training effect will be measured

TRANSFER OF TRAINING + How to maximize it (3)

application of the skills acquired during the training program into the work environment and the maintenance of these skills over time

- Before training: Trainees can be assessed on their level of ability, aptitude, and motivation regarding skill to be taught

- During training: provide frequent feedback, opportunities for practice and positive reinforcement

- After training: program should be evaluated to see how well its objectives have been met and the extent to which transfer of training has occurred

Ways to maximize ToT during implementation phase

1. Similarity of training situation to job situation

2. Opportunities to practise what is learned

3. Frequent feedback

CONTROLLED EXPERIMENTATION

uses both a group for which the situation is modified (eg, group received training) and a group for which the situation is not modified (eg, the group receives no training) to assess the impact of the modification

Training Effects to Measure: 4 Basic Categories (Kirkpatrick's pyramid)

1. Reaction- trainees reaction to programs, thought it was worthwhile

2. Learning- did they learn what they were supposed to learn

3. Behaviour- ask if trainees behaviour on the job has changed because of the training program

4. Results

*Kirkpatrick's Pyramid

PERFORMANCE MANAGEMENT + 3 Major Purposes

System that defines, measures and develops the performance of the workforce within the organization

- align employees' activities with the overall strategy of an organization

- benefits both employees and organization if done well

- Includes: goal setting, pay for performance, training and development, career management and disciplinary action

1. Aligns employee actions with strategic goals: STRATEGIC

2. Vehicle for culture change/informs administrative decision making: ADMINISTRATIVE

3. Provides input into other HR systems such as development and remuneration/helps employees improve and grow: DEVELOPMENTAL

3 Major purposes of performance management

3 Major purposes of performance management

1. Aligns employee actions with strategic goals

2. Vehicle for culture change

3. Provides input into other HR system such as development and remuneration

PERFORMANCE APPRAISAL

formal, LEGAL DOCUMENTS, relatively infrequent process in which an employees performance is evaluated along a predetermined set of criteria that is quantified via a formal performance score

Performance Management Process (5 Steps) (Textbook)

1. Defining Performance Expectations

2. Providing Ongoing Coaching and Feedback

3. Performance Appraisal and Evaluation Discussion

4. Determine Performance Rewards/Consequences

5. Career Development Discussion

1. Defining Performance Expectations (Performance Management Process)- (job performance has been split into two dimensions)...

Task Performance vs Contextual Performance

Performance management can't be separated from performance measurement... PERFORMANCE EXPECTATIONS

need to be developed in a way that is legally defensible, clear and measurable, cannot discriminate directly/indirectly against someone on protected ground

TASK PERFORMANCE

an individuals direct contribution to their job-related processes

CONTEXTUAL PERFORMANCE

individuals indirect contribution to the organization in terms of improving the organizational, social and psychological behaviours that contribute to organizational effectiveness beyond those specified for the job

2. Providing Ongoing Coaching and Feedback (Performance Management Process)-...COACHING

process for improving work performance, in a frequent contact, hands on process aimed at helping employees improve performance and capabilities

- Important to have open two way communication

- Requires a culture that supports continuos feedback in different dimensions

- Modify goals as project unfolds

- Without appraisals, managers do not have a relatively objective way to reward performance

3. Performance Appraisal and Evaluation Discussion (Performance Management Process)- Formal Appraisal Methods... (8)

1. Graphic Rating Scale

2. Alternation Rating

3. Paired comparison method

4. forced distribution method

5. critical incident method

6. narrative form

7. behaviourally anchored rating scale (BARS)

8. Management by objectives

GRAPHIC RATING SCALE

scale that lists a number of traits and a range of performance for each, employee is then rated by a score that best describes their level of performance for each trait

- extent to which employee shows proficiency ona given CHARACTERISTIC

ALTERNATION RANKING METHOD

ranking employees from best to worst on a particular trait: eg. first list all employees to be rated and then cross out the names of any not known well enough to be ranked, then indicate the employee who is the highest on the characteristic being measured and also the one who is the lowest, then choose the next highest and the next lowest; alternating between highest and lowest

PAIRED COMPARISON METHOD

ranking employees by making a chart of all possible pairs of employees for each trait and indicating the better employee of the pair

- more detailed than Alternation Ranking Method

FORCED DISTRIBUTION METHOD

predetermined percentages of ratees are placed in various performance categories

CRITICAL INCIDENT METHOD

keeping a record of uncommonly good or undesirable examples of an employees work-related behavior and reviewing the list with the employee at predetermined times

BEHAVIOURALLY ANCHORED RATING SCALES (BARS)

appraisal method that aims to combine the benefits of narratives, critical incidents and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance→ usually scale of nine anchors

- Gives raters a uniform interpretation as to the types of behaviour being measured

- ORGANIZATION SPECIFIC

- key performance dimensions are identified

- rating scale is developed for each performance dimension

behavioural exemplars are developed for each level on the rating scale

Advantages to BARS

ADVANTAGES

1. A more accurate measure: BARS is developed by people who know the job and its requirements better than anyone else

2. Clearer standards- critical incidents along the scale help to clarify what is meant by extremely good performance, average and so forth

3. Feedback- critical incidents may be more useful in providing feedback to appraisees than simply informing them without providing specific behavioural examples

4. Independent Dimensions- systematically clustering the critical incidents into 5-6 performance dimensions such as knowledge and judgment help to make the dimensions more independent of one another

5. Consistency- BARS evaluations seem to relatively consistent and reliable in different raters' appraisals of the same person tend to be similar

- Provides behavioural "anchors": very accurate; high inter-rater reliability

- clear criteria and feedback

MANAGEMENT BY OBJECTIVES (MBO) + 6 Steps

involves setting specific measurable goals with each employee and then periodically reviewing the progress made→ aligned with ORGANIZATION-WIDE GOAL SETTING AND APPRAISAL program

- Use of STRETCH GOALS

To motivate performance:

1. Set Organizations goals

2. Set departmental goals

3. Discuss departmental goals

4. Define expected results (set individual goals)

5. Performance reviews: Measure the results

6. Provide feedback

STRETCH GOALS

difficult goals can increase personal growth and professional development and improve organizational effectiveness

DISADVANTAGES (3) of MBO

1. Setting unclear, unmeasurable objectives

2. Time consuming

3. Setting objectives with employees can turn into a tug of war→ managers push for higher goals while employees push for lower ones--> inflacted/deflated goals

Which 2 factors help determine which option is the best for each organization? (No single solution is best for all performance management systems)

No single solution is best for all performance management systems but resource constraints (time, money, people) and organizational factors (budget, turnover, strategy) will help determine which of the options is the best for each organization

4: Determine Performance Rewards/Consequences (Performance Management Process)- 2 most important aspects to determine the above are...

1. Achievement of Goals

2. How employee meets the defined standards

5: Career Development Discussion (Performance Management Process)- Formal Appraisal Discussion

interview in which the supervisor and employee review the appraisal and make plans to remedy deficiencies and reinforce strengths

Types of Performance Appraisal Discussions

1. Satisfactory- Promotable→ objective: discuss person's career plans and develop a specific action plan for the educational and professional development the person needs to move to the next job→ easiest of the 3 formal appraisal discussions

2. Satisfactory- Not Promotable→ employees whose performance is satisfactory but not worthy of promotion, object→ maintain satisfactory performance, find incentives that are important to the person and are enough to maintain satisfactory performance

3. Unsatisfactory- Correctable vs Uncorrectable

Unsatisfactory- Correctable vs Uncorrectable [CORRECTABLE] + PIP

Unsatisfactory- Correctable vs Uncorrectable

Correctable- objective is to lay out an ACTION PLAN such as PIP (PERFORMANCE IMPROVEMENT PLAN)- highlights in writing the expections of the employer and employee, complete with the timeline (often 30-90) days required to bring performance to acceptable levels, listing objectives in clear and actionable terms that are considered to be reasonable, aimed at improving performance, complete with a date of follow-up and the names of the parties who engaged in the conversation

Unsatisfactory- Correctable vs Uncorrectable [UNCORRECTABLE]

Uncorrectable- formal written warnings which serve two purposes

1. Shake employee out of their bad habits

2. Help manager defend their rating of the employee to their boss if needed to a court of human rights commission

Preparing for the Formal Appraisal Discussion (3 Steps)

1. Assemble the data- study person's job description, compare the employees performance to the standards and review the files of the employee's previous appraisals

2. Prepare the employee- give them time to review their own work

3. Find a mutually agreeable place and time and allow for plenty of time for the interview

Appraisal systems should have...

Validity and Reliability→ application must produce consistent ratings for the same performance

Criteria used in performance appraisal should be... (3)

1. Relevant to job being appraised

2. Broad enough to cover all aspects of the job required

3. Specific

Rating Scale Problems (7)

- UNCLEAR PERFORMANCE STANDARDS

- HALO EFFECT

- CENTRAL TENDENCY

- STRICTNESS/LENIENCY

- APPRAISAL BIAS

- RECENCY EFFECT

- SIMILAR TO ME BIAS

SIMILAR TO ME BIAS

tendency to give higher - performance ratings to employees who are perceived to be similar to the rater in some way

SIMILAR TO ME BIAS

tendency to give higher performance ratings to employees who are perceived to be similar to the rater in some way

RECENCY EFFECT

- when rating error occurs because ratings are based on the employees recent performance rather than performance throughout appraisal period

APPRAISAL BIAS

tendency to allow individual differences such as age, race and sex, affect the appraisal ratings that these employees receive

STRICTNESS/LENIENCY

supervisor has a tendency to rate all employees either high or low

CENTRAL TENDENCY

- tendency to rate all employees in the middle of the scale

HALO EFFECT

in performance appraisal, the problem that occurs when a supervisors rating of an employee on one trait biases the rating of that person on other traits

UNCLEAR PERFORMANCE STANDARDS

an appraisal scale that is too open to interpretation of traits and standards

4 Ways in which Managers can minimize the impact of appraisal problems such as bias and central tendency

1. Raters must be familiar with the problems discussed

2. Training supervisors on how to eliminate rating errors such as halo effect, leniency and central tendency

Rater training will not eliminate all rating errors or ensure absolute accuracy

3. Raters must choose the right appraisal tool

4. Minimize the impact of errors in performance appraisals through multiple rateres in the evaluation

ELECTRONIC PERFORMANCE MONITORING (EPM)

having supervisors electronically monitor the amount of computerized data an employee is processing per day and thereby his/her performance

Who Should Do The Appraising? (4)

Supervisors

Self

Committees

Subordinates

Who should do the appraising? [Supervisors] + PROS AND CONS

best position to observe and evaluate the performance of employees reporting to them and is responsible for their performance

PROS: knowledgeable and motivated

CONS: Limited observation opportunities because they don't interact regularly

Who should do the appraising? [self] + PROS AND CONS

basic problem with self-ratings is that employees usually rate themselves higher than they are by supervisors or peers

PROS- aware of their own behaviours

CONS- inflation of ratings

Who should do the appraising? [Committees/Peer] + PROS AND CONS

Rating committees to evaluate employees: useful to cancel problems with bias and halo effect, variation in different views reflect different facets of employees performance

PEER- same level as employee

PROS- knowledgeable and present

CONS- logrolling possible: exchanging positive rating agreement amongst peers

Who should do the appraising? [Subordinates] + UPWARD FEEDBACK + PROS AND CONS

managers being appraised by employees

- UPWARD FEEDBACK- employees evaluate anonymously their supervisors' performance

- Helps identify potential "people" problems

CONS- fear of consequences

- overemphasis on employee satisfaction (if supervisor knows the subordinates are going to be interviewed, they care more to please employees, detrimental to organization)

360-Degree Appraisal

A performance appraisal technique that uses multiple rather including peers, employees reporting to the appraisee, supervisors and customers

- questionnaire made up of rating scales and open-ended items

- strengths and weaknesses identified

- confidential and anonymous

DISADVANTAGES of 360 Degree Appraisal (3)

- Amount of time and effort involved

- *follow up is not possible

- not applicable to all organizations eg. organizations where people don't interact with one another

Organizations should consider the following advice once decision to use 360 Degree Appraisal has been made.. (5)

1. Have performance criteria developed by a representative group that is familiar with each job

2. Be clear about who will have access to reports

3. Provide training for all supervisors, raters and ratees

4. Assure all rathers that their comments will be kept anonymous

5. Plan to evaluate the 360-degree feedback system for fine-tuning

Key success factor of performance appraisal

quality of performance appraisal dialogue between managers and employees

Advantages of MBO

Tied to jointly agreed upon performance objectives

Disadvantage to BARS

time-consuming and difficult to develop

Advantages to Alternation Ranking

Simple to use (but not as simple as graphic rating scale); avoids central tendency and other problems of rating scales

Disadvantages to Alternation Ranking

Can cause disagreements among employees and may be unfair if all employees are in fact excellent

- difficult in large organizations

- resultant feedback is not informative (feedback to employees; employees want to know their performance relative to other employees)

Advantages to Graphic Rating Scales

Simple to use, provides a quantitative rating for each employee

- good feedback regarding specific characteristics

Diadvantages to Graphic Rating Scale

Standards may be unclear, halo effect, central tendency, leniency and bias can also be problems

Advantages of Paired Comparison Method

A more precise ranking method that involves multiple traits

- more detailed than Alternation Ranking Method

Disadvantages of paired comparison method

Difficult to use as employee numbers increase; differences may not be noticeable enough to rank

- resultant feedback is not informative