PERFORMANCE APPRAISALPERFORMANCE APPRAISALIMPLEMENTATIONIMPLEMENTATION

PROBLEMS PROBLEMS AT AT

ALBION DRINKSALBION DRINKS

GROUP 7GROUP 7

ASHA NACHIASHA NACHI

GEORGEGEORGE

NISHANISHA

SIDDARTHSIDDARTH

SUDIPTASUDIPTA

URPREETURPREET

THE CASE

The design and implementation of the appraisal system must be properly addressed

Identifies how one organization made a number of easily avoidable mistakes which would limit its ability to develop its appraisal system

BACKGROUNDBACKGROUND

Albion Drinks-manufacturer of its own brand Albion Drinks-manufacturer of its own brand soft drinkssoft drinks

Grocery stores and supermarkets across the Grocery stores and supermarkets across the UKUK

Private-label products to the major Private-label products to the major supermarket chainssupermarket chains

Part of a larger parent organization (in Part of a larger parent organization (in FMCG spectrum)FMCG spectrum)

1,200 staff:1,000 factory-based production 1,200 staff:1,000 factory-based production operatives & 200 based in the head office, operatives & 200 based in the head office, undertaking support activitiesundertaking support activities

Trade Union membership within factory highTrade Union membership within factory high 25% of the head office employees in Trade 25% of the head office employees in Trade

UnionUnion Employee Relations climate good Employee Relations climate good New HR DirectorNew HR Director

ROLE PLAYROLE PLAY

HR DIRECTORHR DIRECTOR HEAD OFFICE HR MANAGERHEAD OFFICE HR MANAGER HEAD OFFICE MANAGERHEAD OFFICE MANAGER TRADE UNION REPRESENTATIVETRADE UNION REPRESENTATIVE

SCENE 1: OFFICE EMPLOYEES SCENE 1: OFFICE EMPLOYEES DISCUSSING ABOUT NEW HR DISCUSSING ABOUT NEW HR

DIRECTORDIRECTOR

SCENE 2: A DISCUSSION SCENE 2: A DISCUSSION BETWEEN NEW HR BETWEEN NEW HR

DIRECTOR AND THE HR DIRECTOR AND THE HR MANAGERMANAGER

SCENE 3: HR MANAGER SCENE 3: HR MANAGER COMMUNICATES THE SAME COMMUNICATES THE SAME TO ALL AND GETS THE JOB TO ALL AND GETS THE JOB

DONEDONE

SCENE 4: PROBLEMS WITH SCENE 4: PROBLEMS WITH APPRAISALAPPRAISAL

PROBLEMSPROBLEMS

No expertiseNo expertise Simply lifted the sister concern's existing Simply lifted the sister concern's existing

appraisal process and introduced itappraisal process and introduced it Resistance overlookedResistance overlooked No training provided to existing managersNo training provided to existing managers Who should appraise whom?Who should appraise whom? Lack of clarity in the terms usedLack of clarity in the terms used

SOLUTIONSSOLUTIONS

Process related to job performanceProcess related to job performance Involve employees Involve employees Make sure the performance rating process is Make sure the performance rating process is

strategically useful- KRAsstrategically useful- KRAs Train the employees on how to appraiseTrain the employees on how to appraise Clarity regarding who would appraise whomClarity regarding who would appraise whom Constant reviewing and monitoring of the Constant reviewing and monitoring of the

processprocess

SUGGESTIONS FOR EFFECTIVE PERFORMANCE APPRAISAL

The Appraisal System Should Be Tailored to the Specific Needs of the Organization

Rating Factors Should Be as Objective and Concrete as Possible

Appraisals Should Be Free of Bias Procedures and Administration Should Be

Uniform The System Should Be Easy to Operate

The System's Results Should Be Used in Decisions The System Should Provide a Review or Appeals

Process The System Should Be Acceptable to Users The System Should Be Economical to Operate Performance Ratings Should Be Documented Raters Should Be Trained and Qualified The System Should Provide for Monitoring and

Evaluation Top Management Should Clearly Support the System

CONTEMPORARY EXAMPLES OF EFFECTIVE

PERFORMANCE APPRAISAL

PepsiCo

Xerox Corporation's Reprographic Business Group

THANK YOUTHANK YOU