Saudi Electronic University Saudi Aramco Performance Management Paper

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Business Finance

Saudi electronic university

Description

Learning, training, and talent  development are some of the most important methods to align staff with  organizational strategy. They can help the organization to ensure that  employees are equipped with the necessary competencies needed to address  today’s ever-changing work environment (due to technological changes,  marketplace disruptions, innovative practices, etc.). To ensure the  effectiveness of a performance management program, learning, training,  and development must be encompassed. 

Select an organization that you have worked for or are currently employed by. Then, explain the following:  

  1. How is learning, training, and talent development incorporated into the performance management system?
  2. Imagine you are the HR Manager for this company. Explain what you  would do to ensure that the learning, training, and talent development  opportunities offered enhance workplace success and also meet the needs  of Saudi Vision 2030. 

It is important to present an in-depth  analysis and integrate sufficient support from scholarly resources  throughout the assignment. Use suitable headings and subheadings to  organize the work in an appropriate manner. Be sure to support your  statements with logic and argument, citing any sources referenced.  

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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 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 7-5 Cognitive Biases That Affect Communications Effectiveness ◼ Selective Exposure ◼ Selective Perception ◼ Selective Retention Copyright © 2019 Chicago Business Press 7-6 Recommended Appeals Process 7-7 Copyright © 2019 Chicago Business Press Minimizing Unintentional Rating Errors ◼ Rater Error Training (RET): • Make raters aware of types of rating errors they are likely to make • Help raters minimize errors • Increase rating accuracy Copyright © 2019 Chicago Business Press 7-8 Rater Error Training (RET) 7-9 Copyright © 2019 Chicago Business Press Frame of Reference Training (FOR) ◼ Goal of FOR* • Raters develop common frame of reference ◼ ◼ Observing performance ◼ Evaluating performance Expected results of FOR • Raters provide consistent, more accurate ratings • Raters help employees design effective development plans *Most appropriate when PM appraisal system focuses on behaviors Copyright © 2019 Chicago Business Press 7-10 Frame of Reference Training (FOR) ◼ ◼ ◼ Frame of Reference (FOR) Training How does FOR training help counter biases in performance ratings? What are some obstacles to implementing FOR training within organizations? Copyright © 2019 Chicago Business Press 7-11 Behavioral Observation Training (BO) ◼ Goals of BO • Minimize unintentional rating errors • Improve rater skills by focusing on how raters: ◼ Observe performance ◼ Store information about performance ◼ Recall information about performance ◼ Use information about performance Copyright © 2019 Chicago Business Press 7-12 Pilot Testing ◼ Pilot testing is done before the system is implemented. • Provides ability to: ◼ Discover potential problems ◼ Fix them Copyright © 2019 Chicago Business Press 7-13 Pilot Testing—Benefits ◼ Gain information from potential participants ◼ Learn about difficulties/obstacles ◼ Collect recommendations on how to improve system ◼ Understand personal reactions ◼ Get early buy-in from some participants ◼ Get higher rate of acceptance Copyright © 2019 Chicago Business Press 7-14 Implementing a Pilot Test ◼ Roll out test version with sample group • Staff and jobs generalizable to the organization ◼ Fully implement planned system • All participants keep records of issues encountered • Do not record appraisal scores • Collect input from all participants Copyright © 2019 Chicago Business Press 7-15 Ongoing Monitoring and Evaluation ◼ When system is implemented, decide: • How to evaluate system effectiveness • How to measure implementation • How to measure results ◼ Evaluation data to collect: • Reactions to the system • Assessments of operational and technical requirements • Effectiveness of performance ratings Copyright © 2019 Chicago Business Press 7-16 Company Spotlight ◼ BT Global Services used a three-step approach to rolling out a new PM system Workshops that helped executives articulate why a new system was needed, what roles employees would play, and how those roles would contribute to the success of the company b. Training line managers c. Ongoing monitoring of the program using data from employee surveys, face-to-face meetings with line managers, and team meetings a. Copyright © 2019 Chicago Business Press 7-17 Indicators to Consider ◼ Number of individuals evaluated ◼ Quality of qualitative performance data ◼ Quality of follow-up actions ◼ Quality of performance discussion meetings ◼ System satisfaction ◼ ◼ Cost-benefit ratio or return on investment (ROI) Unit-level and organization-level performance Copyright © 2019 Chicago Business Press 7-18 Quick Review ◼ Preparation ◼ Communication Plan ◼ Appeals Process ◼ Rater Training Programs ◼ Pilot Testing ◼ Ongoing Monitoring and Evaluation Copyright © 2019 Chicago Business Press 7-19 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. Copyright © 2019 Chicago Business Press Copyright © 2019 Chicago Business Press 1-20
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Running head: [SHORTENED TITLE UP TO 50 CHARACTERS]

[Title Here, up to 12 Words, on One to Two Lines]
[Author Name(s), First M. Last, Omit Titles and Degrees]
[Institutional Affiliation(s)]

Author Note
[Include any grant/funding information and a complete correspondence address.]

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[SHORTENED TITLE UP TO 50 CHARACTERS]

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Introduction
Saudi Aramco is a leader in the global energy industry and the largest producer of hydrocarbons
meanwhile exerting the lowest possible upstream carbon intensity. The organization aims to
deliver economic and societal benefits to various countries, communities, and economies.
Performance management is one of the critical areas of HRIM (human resource information
system) which highlights the importance of integrating training, learning, and talent development
to add value to the business (Schleicher et al., 2018) These are the key elements and a foundation
to strengthen the performance management strategy that helps in expanding global networking
opportunities. They have integrated the training, learning, and talent development into
performance strategy in three phases.
Incorpora...


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