WEEK 7- GESTIÓN TALENTO HUMANO

Gestión del Talento Humano

Human Talent Management

Unit III. Evaluation and performance appraisal

Assessing past performance methods:

360 Degree-Feedback Point system

Assessing futureperformance methods:

Management by Objectives (MBO)Competencies

Performance appraisal

The process of reviewing previous productive activity with the goal of determining how much individuals contributed to the achievement of administrative system objectives.

Performance appraisal fundamental points:

Why is performance evaluated?

Who is responsible for assessing performance?

What performance should be evaluated?

When should performance be evaluated?

How should performance be evaluated?

How should performance evaluations be communicated?

360 Degree-Feedback

Under 360, performance information such as skills , abilities or behaviors is collected by all elements that interact with the evaluated individual.

• Director
• Associates
• Colleagues
• Subordinates
• Internal and external clients
• Suppliers

Graphic scale

The graphic rating scale is one of the most popular and simplest techniques for performance appraisal. Its also known as linear rating scale. The form lists traits such as quality and reliability and a range of job performance characteristics (from unsatisfactory to outstanding).

Rating scale

In this method, certain categories of worth are established in advance and carefully defined. The employee is allocated to the grade that best describes their performance.

Forced choice

The forced-choice method contains a series of statements, and rates how effectively a statement describes each individual being evaluated. It can have two statements, each for positive or negative statements.

Field research

Used when there's a reason to suspect raters biasedness or their ratedness appears significantly higher than others. Procedure starts with an interview, complimentary analysis, action plan and the follow up.

Field research

Management by objectives (MBO)

It's a process where the superior and subordinate managers of the organization jointly identify their goals and areas of responsability.

• Agreed objectives
• Commitment to achieve the objectives
• Acceptance of the assignment of the
• resources and means necessary to achieve the objectives
• Performance
• Results monitoring
• Feedback and continuous evaluation

What performance should be evaluated?

References

González, Martín; Olivares, Socorro; González, Nancy; Ramos, Juan Manuel. (2014). Planeación e integración de los Recursos Humanos. Distrito Federal México Grupo Editorial PatriaDessler, Gary. (2015). Administración de Recursos Humanos. Distrito Federal México PearsonHill, Charles y Jones, Gareth (2013) Administración Estratégica. Distrito Federal México CENGAGE LearningVillanueva, Arturo (2010). De los Recursos Humanos al Capital Humano. Distrito Federal México.TrillasChiavenato, Idalberto (2009). Gestión del Talento Humano. Distrito Federal México McGraw HillGómez-Mejía, Luis. Balkin, David y Cardy, Robert. (2008) Gestión de Recursos Humanos. Madrid España Pearson/Prentice Hall