Management Action Plan for Performance Appraisals

This presentation provides an action plan for managers to use performance appraisals to demonstrate the success of training efforts. It includes strategies such as assessing employee attitudes, benchmarking, and setting metrics. The presentation also outlines the resources needed, support required, and strategies for receiving feedback. Survey questions are provided to demonstrate the success of the plan, and expected results include increased motivation, improved work execution, and minimized work injuries. Finally, the presentation suggests ways to improve training based on the results.

Title
Management Action Plan

Goal
• The goal of this action plan is to assist managers with identifying how
performance appraisals are used to demonstrate the success of
training efforts.

Strategies that can be used to reach
the goal
• Assessing the employees attitude towards appraisals, (Noe, 2017).
• Benchmarking other organizations’ use of appraisal.
• Gathering staff’s foundational information, (Salas, Tannenbaum,
Kraiger, & Smith-Jentsch, 2012).
• Setting the metrics that will determine training success, (Salas et al.,
2012).
• Determine the structure of the appraisal, (Noe, 2017).
• Conducting a test appraisal among the supervisor, (Salas et al., 2012).

What the trainee must do
• Respond honestly to the questions, (Salas et al., 2012).
• Give a report of the training that s/he received.
• Avail themselves for the appraisal.
• Demonstrate skills learnt from the training.
• Propose improvements to the training process, (Noe, 2017).
• Give their feedback on appraisal’s effectiveness.

Resources needed to implement the
strategies.
• Skilled managers to draft the appraisal.
• Skilled supervisors to conduct the appraisal, (Noe, 2017).
• Money to finance benchmarking process.
• Data about employees’ previous performance, (Salas et al., 2012).
• External evaluator.

Support needed from managers and
peers
• Approval of the appraisal process.
• Evaluation of the process’s effectiveness.
• Guidance on how to conduct the process, (Salas et al., 2012).
• Approval of the appraisal budget.
• Provision of needed resources, (Noe, 2017).

Strategies of receiving feedback
• One-on-one interview with the staff, (Noe, 2017).
• Questionnaires to be filled-in by the staff, (Noe, 2017).
• Written report by the staff.
• Observing the staff’s execution of duties, (Salas et al., 2012).
• Supervisors’ report about overall staff performance.

Survey questions to demonstrate
the success of the plan.
• Did the staff fill-in the questionnaires?
• How did the staff respond to the appraisal?
• Did the staff submit the reports?
• Was the process within the allocated budget? (Salas et al., 2012).
• Were there any reservations by the staff?
• How did the process impact organization’s operations? (Salas et al.,
2012).

Survey questions continuation
• Did the staff portray any improvement?
• Did the management give the required support? (Noe, 2017).
• Did the process meet the organizational standards? (Noe, 2017).
• Was the process ethical?

Expected results
• The staff should be more motivated.
• Improvement in work execution by the staff, (Salas et al., 2012).
• Minimization of work injuries.
• Clear statement of work goals and targets , (Salas et al., 2012).
• Challenges that staff are encountering.
• Increased work satisfaction , (Salas et al., 2012).

How training can be improved based
on the results.
• Offering work tailored training, (Noe, 2017).
• Offering training on the use of new technologies, (Noe, 2017).
• Offering motivational training such as goal setting, (Salas et al., 2012).
• Conducting training regularly.
• Hiring expertise to conduct the training (Noe, 2017).
• Picking a good training place

References
• Noe, R. A. (2017). Employee training and development (7th ed.). New
York, NY: McGraw-Hill Education.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012).
The science of training and development in organizations: What
matters in practice. Psychological science in the public interest, 13(2),
74-101.