1. Summarize the seven (7) components of the framework for coaching and performances management, and identify which ones you require development in and why. The seven components of the frame work for coaching and performance management are the coaching relationship\, insight, motivation, capabilities, real-world practice, accountability, and organizational context. The first and most important step in the performance management process is to communicate what is expected. The should also be identifications of any job related learning needs and possible ways to address these needs.
There also needs to be a performance review periodically to make sure that job expectations are relevant and appropriate and revise them if needed. Managers are encouraged to do this jointly with their employees which observing and documenting their performance. Throughout the performance management cycle, you should observe your employees’ performance and identify instances of both good and poor performance. Specific events and details are important for employees to clearly understand the impact, results, and consequences of their performance. Thorough documentation will enable you to recognize good performance and help you to correct poor performance. Provide feedback you should provide frequent feedback and coaching to your employees regarding performance throughout the year.
This is especially important for the employee who is performing poorly. To be effective, feedback needs to be immediate, specific, and expressed in relation to a particular outcome and expectation. Deal With Performance That Does Not Meet Expectations. You may wish to enlist the support of your manager. He/she can give you the benefit of his or her experience and provide input and support before proceeding. Also, you can use the services of your Human Resources or Labor Relations Components especially if you are contemplating disciplinary action. They will provide the procedural and regulatory guidance as well as assistance in looking at alternatives and providing resources, intervention strategies, and other support.” (Public service commission)
2. Evaluate the validity of each of the reasons provided for failure in performance management. The reasons provided for failure in performance management versus performance appraisal discipline gap, accountability, measurement scarcity or overload, lack of balance and failure to assess impact. “There are two primary purposes of performance appraisal: evaluative and developmental. The evaluative purpose is intended to inform people of their performance standing. The collected performance data are frequently used to reward high performance and to punish poor performance.” (Smither, 2009) The developmental purpose is intended to identify problems in employees performing the assigned task.
The collected performance data are used to provide necessary skill training or professional development. “The purpose of performance appraisal must be clearly communicated both to raters and rates, because their reactions to the appraisal process are significantly different depending on the intended purpose. Failure to inform about the purpose or misleading information about the purpose may result in inaccurate and biased appraisal reports.” (Cascio, 1998) 3. Identify two (2) of the barriers of success that are evident in preventing successful execution of performance management in a company you know well and recommend a solution to the problems. If you have not worked with or for a company that evaluates employee performance through performance management, imagine what the problems would be based on your knowledge of the company. Be sure to provide your rationale.
Future scenarios allow organizations to explore multiple potential futures and generate robust strategies and early warning signs to understand how the future is unfolding. Where a vision articulates a “preferred future,” future scenarios describe how an organization might achieve its mission in different circumstances or environments. Organizations identify a focal issue or major decision the organization faces and the critical uncertainties in the macro environment, such as social, economic, political, environmental, and technical forces. Scenarios are developed based on combinations of these forces and robust strategies are identified to address multiple futures. Finally, indicators are identified to help understand how the future is affecting the organization’s decisions.
In-order to fully understand the rationale past, present, and future analysis would have to be done on different work environments in-order to generally process the full computation of how and HR performance management society would work to stay in constant communication with the employee’s skill set.