Performance Appraisal Training Ashu

8/6/2019 Performance Appraisal Training Ashu

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Performance

Appraisal


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Performance Appraisal :

Performance Appraisal (PA) refers to all

those procedures that are used toevaluate the personality, performance,

potential, of its group members


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Relationship between job analysis

and performance appraisal:

Job analysis performance performance

standards appraisal

Describes work

& Personnel

Requirement

Of a particular

job

Translate job

Into levels of

acceptable

Or unacceptable

performance

Describes the

Job relevant

strengths andweakness of

Each individual


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Question arises?

Why do we measure performance?

Effective performance appraisal

systems

How do we measure performance?


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Characteristics

It is a step by step process

It examine the employee strengths andweaknesses

Scientific and objective study

Ongoing and continuous process Secure information for making correct

decisions on employees


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Needs and Objectives:

Provide feedback about employees

Diagnose the S &W

of individuals Provide coaching, counseling, career

planning to subordinates

Develop positive relation and reduce

grievance


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Appraisal Benefits to

Employees(cont.)

Direction

Feedback Input

Motivation


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Appraisal Benefits to CompanyDocumentation

Employee Development

Feedback

Motivation system


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Why Appraisals Are Important

Recognize accomplishments

Guide progress

Improve performance


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Why Important (cont.)

Review performance

Set goals

Identify problems

Discuss career advancement


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Steps in performance appraisal

Establishing job standards

Designing an appraisal programme

Appraise performance

Performance interview

Use appraisal data

For appropriate purpose


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Process of PASetting

performance

standardsTaking corrective

standards

Discussingresults

Comparing

standards

Measuringstandards

Communicating

standards


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What to evaluate? (Philip Model)

Problemchildren

Planned

separation

stars

Social

citizen

H

L H

L

Potential

Performance


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Problems in performance appraisal1. Errors In rating

Halo effects

Central tendency

Leniency/Severity

Personal bias Recency effect


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2. Incompetence

3. Negative approach4. Multiple objectives

5. Resistance

6. Lack of knowledge

Problems in performance appraisal

(Contd)


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Essentials of an effective appraisal system

Mutual trust

Clear objectives

Standardizations Training

Job relatedness

Documentation

Feedback and participation

Individual differences

Post appraisal review

Review and appeal


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Discrepencies in PA Systems Failure to communicate standards

Failure to give timely feedback

Failure to allow employees to correctperformance

Inconsistency in measuring

performance

Failure to document performanceobjectively


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Appraisal Forms

Define performance expectations

Use a rating system Cover specific examples

Set measurable goals


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Measure Performance

Measurement systems need to be:

Specific Fair

Consistent

Clear

Useful


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Set Goals.

Based on job requirements

Realistic Measurable

Observable

Challenging

Prioritized


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Smart Goals

S pecific

M easurable A chievable

R ealistic

T ime bound


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Employee Input

Employees take an active role:

Setting goals

Designing action plans

Identifying strengths and weaknesses

Employees participate in the PA meeting


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Preparation

Employees:

Review performance

Think about new goals


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Preparation (cont.)

Supervisors:

Review performance

Complete written appraisal

Think about new goals

Schedule time and place


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Start the Meeting

Lay out agenda

Do not talk aboutmoney

Encourage input

Give good news first


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During the Meeting

Review performance:

Based on previous goals Noting strengths and accomplishments

Identifying areas for improvement


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End the Meeting

Encourage good performance

Lay out action plan Communicate outcome of goals not

met

Confirm understanding


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Continuous Feedback

Formal appraisals

Informal appraisals Open communication


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Recognize Good Performance

Verbal

Public Tangible

Monetary


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Identify Poor Performance

Act early

Take the right approach Deal with employee reaction

Handle continued poor performance


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Key Points to Remember

You must conduct objective appraisals on ascheduled basis.

Appraisals tell employees how theyre doing andhow they can improve.

Appraisals help create a system of motivationand rewards based on performance.


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Improving Accuracy ofRating Set quantitative targets

Qualitative targets should have defined measures & milestone

dates

Keep a diary of significant achievements & failures/misses

Prepare for the Appraisal meeting for 30 minutes.

Each appraisal should last not less than 45 minutes

Encourage the Ratee to recall good performances & failures

& do not ask him his assessment on the defined rating scale

Discuss the reasons of yourRating with him so that he

improves his assessment ability

Seek qualitative feedback on your own assessment from your

seniors.


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FEEDBACK& COUNSELING

Feedback creates awareness of strengths and

areas of improvement

Counseling involves helping the employeesin identifying areas of improvement and

formulating development plans

Feedback & counseling require certain skills

which can be acquired with training and

practice


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GIVING FEEDBACK- Hints Give descriptive feedback & not evaluative

Focus on behavior and not on the person

Should be data based an not based on

impressions Should reinforce positive new behavior

Give suggestive feedback and not prescriptive

Feedback is a continuous process Give data from personal experiences to

support the feedback

Feedback is intended to help


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GIVING FEEDBACK- Hints

Feedback is more effective when it need

based and solicited by the employee

Focus on behavior which can be changed

Feedback must be checked and verified

Feedback should be well timed

It must contribute to building up

relationship


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RECEIVING FEEDBACK- Hints

Own up responsibility rather than denying

feedback

Make self analysis to find reason for your

behavior rather than rationalizing

Try to understand others point of view

Behave to make appraiser comfortable to give

feedback rather than hindering the process by

accusations, anger and other negative feelings

Try to get specific feedback rather than

quickly agreeing to without discussion


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RECEIVING FEEDBACK- Hints

Be concerned about improvement rather than

laughing and joking

Listen carefully rather than questioning the

competence and the authority of th person

Accept it as a possible means of improvement

Be ready to experiment with suggested

behavior rather than explaining the present

and its reasons


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Stages of PPA

SETTING THE PROPERCLIMATE

MANAGERS PREPRATION

START ON A POSITIVE NOTE

REVIEW PART PERFORMANCE

INTEGRATE EMPLOYEE &ORGANIZATION GOALS

PLANNING FOREMPLOYEEDEVELOPMENT

CONFIRMING AGREEMENT


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Forced Distribution method

10% 20% 40% 20% 10%

Sup Very

Good

Comp

etent

NI NSI

No.

of

employees

Force distribution curve


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Performance criteria for executives

For top managers

Return on capital employed

Contribution to community development

Degree of upward communication from

middle-level executives

Degree of growth and expansion ofenterprise.


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For middle level managers

Departmental performance

Coordination among employees

Degree of upward communication from

supervisors

Degree of clarity about corporate goals and

policies


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For supervisors

Quality and quantity of output in a given period

Labor cost per unit of output in a given period

Material cost per unit in a given period

Rate of absenteeism and turnover of employees

No of accidents in a given period


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Thank you

Performance Appraisal Training Ashu

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