Performance Communication Plan
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Module10_.pptxChapter 7 Rolling Out the Performance Management System
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Overview
Preparation
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
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Preparation
Rolling out refers not only to launching a new system from scratch, but also, to revising and improving an existing one
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Communication Plan Components
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Communicating a Vision for Change
Why is a communication plan necessary in the rollout out a performance management system?
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Communication Plan
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?
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Cognitive Biases That Affect Communications Effectiveness
Selective Exposure
Selective Perception
Selective Retention
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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
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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
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Cognitive Biases That Affect Communications Effectiveness
Selective Retention
Tendency to remember only those pieces of information with which we already agree
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Minimizing Effects of Cognitive Biases
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Minimizing Effects of Cognitive Biases
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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
Minimizing Effects of Cognitive Biases
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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?
Minimizing Effects of Cognitive Biases
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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
Minimizing Effects of Cognitive Biases
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Provide Facts and Consequences
Clearly explain facts and what they mean or what the consequences are
Do not let employees draw their own conclusions
Minimizing Effects of Cognitive Biases
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Put it in Writing
Create documentation describing the system and post it where it is accessible to everyone
Minimizing Effects of Cognitive Biases
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Use Multiple Communication Channels
Face-to-face meetings; Virtual meetings; Email; TED talks; Short video clips
Expose employees repeatedly to the same message
Minimizing Effects of Cognitive Biases
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Use Credible Communicators
Communication should be delivered by people who are trusted and admired within the organization
People regarded as key and powerful organizational players
Minimizing Effects of Cognitive Biases
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Say It, and then, Say It Again
Repeat the information frequently
People can absorb only a small amount of information at a time, and may be resistant to change
Appeals Process
Promote employee buy-in to PM system
Amicable/Non-retaliatory
Resolution of disagreements
Increases perception of the system’s fairness
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Appeals Process (continued)
Employees can question two types of issues:
Judgmental
Validity of evaluation
Administrative
Whether policies and procedures were followed
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Recommended Appeals Process
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Recommended Appeals Process
Level 1
HR reviews facts, policies, and procedures
HR reports to supervisor/employee
HR attempts to negotiate a settlement
Level 2
Arbitrator (panel of peers and managers)
Level 3
High-level manager—final decision
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Company Spotlight
University of Lethbridge implemented a three-level appeals process in their performance management system to increase buy-in from employees and perceived fairness
Levels include:
1: Human Resource investigation
2: Performance Evaluation Committee investigation
3: Formal Grievance under collective bargaining guidelines
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Quick Review
Preparation
Communication Plan
Appeals Process
Rater Training Programs
Pilot Testing
Ongoing Monitoring and Evaluation
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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
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