Performance Appraisal

WHAT is Performance Appraisal?

All collaborative process between an employee and superior to plan the performance and have periodic check on;

•How the job is going

•How the employee a performing

•How the employee can develop

•What the superior do to make it happen

WHY conduct a Performance

Appraisal

• Good human resources practice

• Facilitate communication between supervisors and employees

• Provide a framework of goals and standards from which to measure performance.

• Act as a forum for individual career development issues

• Develop action and training plans to address performance problems

• Serve as a tool to determine salary increases

• Assure a formal time and place for all these events to happen

WHEN to conduct a

Performance Appraisal

• The performance review must occur at least once in a year

• However, as a part of Performance Management, the performance review is a continuing, ongoing activity

OBJECTIVES of Performance

Appraisal

• Establish a more effective two way communication

• Set performance objectives

• Help improve current performance

• Assess past performance

• Provide feedback on performance

• Identify training & development needs

• Allocate rewards

• Identify staff with promotional possibilities

• Assist in career planning decisions

WHO are involved in

Performance Appraisal

• The Appraise

• The Appraiser

• HR Department

WHAT is involved in

Performance Management

• Goal Setting

• Coaching & Feedback

• Observing & Documenting

• Planning the Appraisal

• Conducting the Appraisal

Attributes measured in

Performance Appraisal

• Job knowledge

• Innovativeness

• Planning & organizing ability

• Communication

• Interpersonal

• Leadership

• Team work

• Decision making

• Commitment & Dedication

• Responsiveness to Change

• Initiativeness

• Cost & Time Consciousness

Common Problems Associated

with Conducting the Appraisal

1 Halo/horn effect -Employee’s extreme competence in one area “shines” over all others. Conversely, employee does poorly in one area and this overshadows all areas.

2. Bias – own prejudices {race, national origin, gender, appearance, etc.} influence the appraisal

3. Comparison Rating – contrasting one employee with another

3. Central Tendency – rate everyone as average

4. Recency Effect – focusing on recent performance instead of entire year

5. Just Like Me – being more favorable to people who are like you

7. Avoidance Rating – giving a positive evaluation on marginal performance to avoid confrontation and controversy with employee or to avoid hurt feelings

8. Favoritism – evaluating friends or those who don’t make waves, etc. more favorably than others

  

What is 360 DF?

360 Degree Feedback is a multi - rater feedback system where an individual is assessed by a number of assessors including his boss, direct reports, colleagues, internal customers and external customers

Why 360 degree feedback…

• People often tell you what you would like to hear not what they really feel

• This is more pronounced as you move higher up “The higher you go the lonelier it gets”

• Time spent on giving feedback to individuals on their strengths and areas of improvements is minimum and nil in some cases

• Feedback if any is restricted (Boss to Employee and one way)

• A more objective feedback/true feelings/perceptions are very important

• 360 captures the chemistry one is generating at the work place.

IT IS AN EFFECTIVE WAY TO ENHANCE

ONES MANAGERIAL AND LEADERSHIP

EFFECTIVENESS

360 DF is widely used for...

• Leadership Development

• Potential Development

• Training Needs Identification

• Team Building

• Internal Customer Relations building

• Developing Qualities like External Customer Orientation, Initiative, Quality Orientation, Creativity etc.

• Recognition and rewards

• Build New Organizational Culture

HR Velocity,