Performance Management Communication Plan Presentation

Performance Management Communication Plan Presentation

 
Explanation & Answer length: 8 Slides2 attachmentsSlide 1 of 2




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Chapter 7 Rolling Out the Performance Management System Copyright © 2019 Chicago Business Press 7-1 Overview ◼ ◼ ◼ ◼ ◼ ◼ Preparation Communication Plan Appeals Process Rater Training Programs Pilot Testing Ongoing Monitoring and Evaluation Copyright © 2019 Chicago Business Press 7-2 Preparation ◼ Rolling out refers not only to launching a new system from scratch, but also, to revising and improving an existing one Copyright © 2019 Chicago Business Press 7-3 Communication Plan Components 7-4 Copyright © 2019 Chicago Business Press Communication Plan ◼ ◼ Communicating a Vision for Change Why is a communication plan necessary in the rollout out a performance management system? Copyright © 2019 Chicago Business Press 7-5 Communication Plan Answers the Questions: ◼ What is Performance Management (PM)? ◼ How does PM fit into our strategy? ◼ What’s in it for me? ◼ How does it work? ◼ What are my responsibilities? ◼ How does PM relate to other initiatives? Copyright © 2019 Chicago Business Press 7-6 Cognitive Biases That Affect Communications Effectiveness ◼ Selective Exposure ◼ Selective Perception ◼ Selective Retention Copyright © 2019 Chicago Business Press 7-7 Cognitive Biases That Affect Communications Effectiveness ◼ Selective Exposure • Tendency to expose our minds only to ideas with which we already agree • E.g., only communicating with employees who agree that PM is a good idea Copyright © 2019 Chicago Business Press 7-8 Cognitive Biases That Affect Communications Effectiveness ◼ Selective Perception • Tendency to perceive a piece of information as meaning what we would like it to mean even though the information, as intended by the communicator, may mean the exact opposite Copyright © 2019 Chicago Business Press 7-9 Cognitive Biases That Affect Communications Effectiveness ◼ Selective Retention • Tendency to remember only those pieces of information with which we already agree Copyright © 2019 Chicago Business Press 7-10 Minimizing Effects of Cognitive Biases Copyright © 2019 Chicago Business Press 7-11 Minimizing Effects of Cognitive Biases ◼ Involve Employees • People support what they help create • Higher the level of participation is in designing the system, the greater the support for the system will be Copyright © 2019 Chicago Business Press 7-12 Minimizing Effects of Cognitive Biases ◼ Understand Employee Needs • Identify how to meet needs through PM • E.g., Are they interested in development activities that would eventually lead to a promotion or a different job within the organization? Copyright © 2019 Chicago Business Press 7-13 Minimizing Effects of Cognitive Biases ◼ Strike First • Create positive attitude toward PM • Do not set up expectations you cannot deliver • Provide evidence to counter some of the arguments that might be used against the system Copyright © 2019 Chicago Business Press 7-14 Minimizing Effects of Cognitive Biases ◼ Provide Facts and Consequences • Clearly explain facts and what they mean or what the consequences are • Do not let employees draw their own conclusions Copyright © 2019 Chicago Business Press 7-15 Minimizing Effects of Cognitive Biases ◼ Put it in Writing • Create documentation describing the system and post it



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