Никова Тхе Басиц Иссуес оф Манагемент ин Усе 2016

Ex. 8. Essay writing.

1.What kind of benefits are mentioned in the text?

2.What other kind of benefits can you think about?

3.What kind of benefits are very important to you, taking into account your family situation, your health, your marital status?

Think about it and write a one page essay on «Job with the perfect system of benefits for me and my family».

Ex. 9. Independent research.

Find information on how the following issues are regulated by the Russian Labour code and correspondent laws:

♦healthcare insurance;

♦retirement payments;

♦workers compensation;

♦unemployment insurance;

♦leaves of absence;

♦time off;

♦family assistance.

Prepare a short report on benefits that are covered by the Russian Labour code.

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Text 11. Assessing Employee performance

Creating and implementing a structured performance appraisal process is a serious challenge. For one thing, performance appraisals create additional work for supervisors. The process also puts pressure on employees by forcing everyone to establish specific goals, which some may view in the short term as simply «busy work». What’s more, the very nature of appraisal systems puts both employees and supervisors into situations that most people find uncomfortable. Being, in effect, «graded», makes many employees feel as though they are back in school. And most managers find it difficult to be both candid and constructive when they are conducting an appraisal session that involves negative feedback.

But the long term benefits of an effectively structured and administered performance appraisal process far overweight the time and effort the process requires. Here is what a well-designed, well-implemented performance appraisal system can do for your company.

Performance appraisal system:

♦creates criteria for determining how well employees are truly performing – and, to that end, makes it clear how their job descriptions and responsibilities fit in with company and departmental priorities;

♦provides an objective basis for key human resources decisions, including merit pay increases, promotions, and job responsibilities;

♦verifies that reward mechanisms are logically tied to outstanding performance;

♦motivate employees to improve their job performance;

♦confirms that employees possess the skills or attributes needed to successfully fulfill a particular job;

♦gives underperforming employees the guidance that can lead to better performance;

♦helps employees clarify career goals;

♦validates hiring strategies and practices;

♦assesses training and staff development needs.

All performance appraisal systems are driven by the same objective: to establish a systematic way of evaluating performance, providing constructive feedback and enabling employees to continually improve their performance.

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The basic ingredients in all systems are pretty much the same:

♦setting performance criteria;

♦developing tracking and documenting procedures, determining which areas should be measured quantitatively;

♦deciding now the information is to be communicated to employees. Where the different methods vary is in the following areas:

♦The degree to which employees are involved in establishing performance evaluation criteria

♦How employee performance is tracked and documented

♦How performance is rated and how it's aligned with corporate priorities, objectives, and goals

♦The specific types of appraisal tools used – in some cases certain approaches are more appropriate for evaluating managers and professionals than other employees

♦The amount of time and effort required to implement the process

♦How the results of the appraisal are integrated into other management or HR functions

♦How the actual appraisal session is conducted

Appraisal methods that are most commonly used today are:

♦Goal setting or management by objectives (MBO), created by influential business thinker Peter Drucker in 1954. It is still an extremely popular appraisal system because of its focus on results and the activities and skills that truly define an employee's job. In a typical MBO scenario, an employee and manager sit down together at the start of an appraisal period and formulate a set of statements that represent specific job goals, targets, or deliverables. They should be as specific and measurable as possible. Instead of writing «improving customer service» you should write «reduce the number of customer complaints by 5 percent». At a later date – six months or a year later – the employee and the manager sit down again and measure employee performance on the basis of how many of those goals were met.

♦Essay appraisals – less popular, than it was a few years ago. Supervisor periodically compose statements that describe an employee’s performance during the appraisal period. The statements are usually written on standard forms and they can be as general or as specific as you want.

♦Job rating checklist – is the simplest method to use and has a variety of approaches. To implement this approach, you supply each eval-

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uator with a prepared list of statements or questions that relate to specific aspects of job performance. The questions typically require the evaluator to write a simple «yes» or «no» answer or to record a number (or some other notation) that indicates which statement applies to a particular employee’s performance. Often the responsibility for developing the list lies with the HR department. A more sophisticated variation to this method is to establish a weighted rating system in which a number is used to reflect the relative importance of each criterion being evaluated. The weighted variation presents a clearer picture of how employee strengths and weaknesses measure up against the priorities of the job.

♦Forced choice methods – usually come in two forms: paired statements and forced ranking. In the paired statements method, evaluators are presented with two statements and must check the one that best describes the employee, it’s either one or the other. In the forced tanking method, a number of options are listed, allowing the evaluator to select a description that may fall somewhere in between the two extremes.

♦Ranking methods compare employees in a group to one another. All involve an evaluator who asks managers to rank employees from the «best» to the «worst» with respect to specific job performance criteria.

♦Multi-rater assessments are also called 360-degree assessment. The employee’s supervisors, coworkers, subordinates and, in some cases, customers, are asked to complete detailed questionnaires on the employee. The employee completes the same questionnaire. The results are tabulated, and the employee then compares her assessment with the other result.

Regardless of how much time you take to gather feedback and incorporate it into a new performance appraisal system, you may still face objections. Employees often feel threatened by appraisal systems. For the supervisors and managers it creates additional paperwork and requires extra time. Make sure that employees understand what role the appraisal will play in influencing the things they care about: raises, promotions, and so on. Try to keep forms and paperwork to a minimum. Train evaluators and audit their performance to see whether follow-up training is needed.

Vocabulary:

performance appraisal – оценка эффективности работы; challenge – сложная задача;

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to put pressure – оказывать давление; supervisor – руководитель;

appraisal system – система оценки, аттестации;

to be graded – быть оцененным, получить оценку (как в школе); candid – беспристрастный, объективный, справедливый; constructive – конструктивный, созидательный;

feedback – ответная реакция;

merit pay increases – повышение зарплаты, основанное на заслугах, достижениях;

validate – (зд.) подтверждать эффективность; to be driven by – быть движимым чем-либо; quantitatively – количественно;

evaluation – оценка служебных обязанностей, аттестация; to track – отслеживать;

to align – согласовывать;

weighted variation – вариант, использующий взвешенные величины;

measure up against – соответствовать; to incorporate – внедрить;

deliverable – (зд.) результат работы;

management by objectives – управление результативностью

(МВО);

essay appraisal – оценка методом описания;

job rating checklist – перечень пунктов оценки работы; forced choice methods – методы принудительного выбора; ranking methods – методы ранжирования;

Multi-rater assessment – многоэкспертная оценка;

360-degree assessment – круговая оценка, оценка по методу «360 градусов»;

evaluator – аттестующий;

weighted rating system – система взвешенных рейтинговых оценок;

paperwork – работа с документацией.

Обратите внимание на следующие термины, которые используются в сфере управления персоналом:

•performance appraisal – оценка эффективности работы;

•performance review – обзор эффективности работы;

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•performance evaluation – оценка выполненной работы;

•performance assessment – оценка производительности деятельности;

•performance management report – отчет по управлению эффек-

тивностью работы;

•performance survey – экспертиза эффективности работы;

•performance summary – краткое резюме эффективности рабо-

ты;

•performance rating – определение уровня эффективности ра-

боты.

Ex. 1. Find in the text English equivalents to the following words and phrases:

процесс оценки эффективности работы; конкретные задачи; первоочередные задачи компании и отдела; ключевые решения в сфере управления персоналом; повышение зарплаты, основанное на успешно достигнутых результатах; повышение по службе; процесс назначения поощрений; цели карьеры; движимы; критерии аттестации; оценочные механизмы; результаты являются частью; конкретные цели производственного задания; ориентиры; результаты работы; программно-целевое управление; оценка методом описания; перечень пунктов оценки работы; метод принудительного выбора; метод ранжирования; многоэкспертная оценка; аттестующий; получать отклики; дополнительное обучение.

Ex. 2. Write down Russian equivalents for the following words and phrases:

performance appraisal process; specific goals; company and departmental priorities; key human resources decisions; merit pay increases; promotions; reward mechanisms; career goals; to be driven by; performance evaluation criteria; appraisal tools; results are integrated; specific job goals; targets; deliverables; management by objectives; essay appraisal; job rating checklist; forced choice method; ranking method; multi-rater assessments; evaluator; to gather feedback; follow-up training.

Ex. 3. Answer the questions, based on the text.

1.How does appraisal process put pressure on the employees?

2.What uncomfortable situations are created by the appraisal pro-

cess?

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3.What are the long term benefits of an effective appraisal process? Name a few.

4.What is the main objective of any performance appraisal system?

5.What are the basic ingredients?

6.What are the areas in which the different methods vary?

7.Name the appraisal methods that are most commonly used now.

8.What objections can you face while implementing the performance appraisal system?

9.How can you minimize the objections?

Ex. 4. What do you think the main idea of the text is?

1.All performance appraisal systems are driven by the same objective: to establish a systematic way of evaluating performance, providing constructive feedback and enabling employees to continually improve their performance.

2.Regardless of how much time you take to gather feedback and incorporate it into a new performance appraisal system, you may still face objections.

3.Employees often feel threatened by appraisal systems.

Ex. 5. Prepare to present a summary of the text.

1.Make a plan of the text.

2.Write down phrases and expressions you will be using when talking about each part.

3.Present a summary.

Ex. 6. Translate into English.

1.Создание и внедрение оценочной системы – это серьезная, сложная задача.

2.Оценка эффективности создает дополнительную работу для руководителей.

3.Долгосрочные плюсы системы оценки эффективности перевешивают время и усилия, затраченные на ее разработку.

4.Система оценки эффективности работы помогает сотрудникам четко представлять себе цели их карьеры.

5.Оценка эффективности работы создает объективную основу для ключевых решений в сфере управления персоналом: повышение зарплаты, продвижения по службе и определение круга служебных обязанностей.

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6.Система «Управление результативностью» была создана влиятельным аналитиком Питером Дракером в 1954 году. Она до сих пор чрезвычайно популярна.

7.В начале отчетного периода сотрудник и его непосредственный руководитель формулируют конкретные цели, ориентиры и результаты работы.

8.Оценка методом описания сейчас менее популярна, чем раньше.

9.Перечень пунктов оценки работы – это один из наиболее простых методов. Он имеет несколько вариантов.

10.Часто ответственность за создание опросника лежит на отделе по управлению персоналом.

11.При использовании метода ранжирования сотрудников сравнивают между собой.

12.Независимо от того, сколько времени будет потрачено на то, чтобы собрать отклики и на основании их изменить систему

оценки, вы все равно будете сталкиваться с возражениями.

13.Сотрудники должны понимать, какую роль играет оценка эффективности их работы в определении таких важных факторов, как повышение заработной платы и продвижение по службе.

14.Старайтесь свести объем работы с документацией к мини-

муму.

Ex. 7. Complete the sentences with an appropriate word.

Ex. 8. Discussion time. Agree or disagree with the following statement.

The appraisal process creates additional work for supervisors. It puts pressure on employees. It puts people in uncomfortable situation. Therefore, there is no need to perform an appraisal process.

Ex. 9. Essay writing.

Imagine that you are an HR professional who has to write an appraisal in essay form about ... yourself.

Use the form in Appendix 5 to see what areas you have to cover. Do you think there is need for any improvement?

Write a two pages essay.

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