Download Appraisal

Objective
Performance Appraisal has two objectives
To help those appraised develop
improve their performance in future
and
To help the organization evaluate the
performance of its employees and
hence
pay
them
for
their
contribution
Objective
In principle, there is no conflict between these
objectives.
In practice people will respond differently to an
appraisal scheme according to how they perceive
the weight of these objectives.
The first encourages people to be
open about their needs and
shortcomings the second does not.
The organization must decide the
balance to be struck.
What is Appraisal?
What is Appraisal?
Performance Appraisal is a system for achieving
organizational goals through the review of
employee performance against individual or
group objectives.
An appraisal is a formal evaluation of the
extent to which the employee has achieved
the
objectives
established
in
the
performance plan.
What is Appraisal?
The primary purpose of Performance Appraisal
must be to improve the effectiveness of
employees
in
their
various
areas
of
responsibility as they assist the institution to
reach its organizational goals.
We believe that individuals desire to
perform at a high level, and it is the
institution's responsibility to assist them
in doing so.
What is Appraisal?
Performance Appraisal is an important tool of
Human resource management since it reflects
an evaluative judgment
of the traits,
characteristics as well as the work-performance
of the employees on their jobs.
Performance Appraisal is on the up and
up. It used to represent the one time of
the year when getting on with the work
was put on hold while enormous
quantities of management hours were
spent in the earnest ritual of rating and
ranking individual performance.
What is Appraisal?
Obviously, therefore, the utility or importance of
employee Performance Appraisal within an
organization is really very great from the point
of view of employees- sub-ordinates and
supervisors as well as the organization.
Appraisal PROCESSES
Appraisal PROCESSES
Appraisal PROCESSES
Challenges in Appraisal
Almost every organization is challenged by
frustrating employee-related challenges.
These cost your company time,
money, resource, lost opportunities,
and reduced productivity, to name a
few.
Challenges in Appraisal
It has to be realized that any people-management
process is one of engagement.
Whether it is performance management or
career planning, it is necessary for senior
management to accept ownership for their
actions. Avoiding the discomfort of
confronting affected employees cannot be
termed as responsible managerial behavior.
Challenges in Appraisal
To avoid such eventualities, it is necessary for senior
management to realize that they have to be
transparent and consistent in their people
management interactions and actions at all level at all
times.
The time has come for a radically new way to
gauge organizational performance.
Challenges in Appraisal
Every company today is struggling to grow and
manage its value. Increasingly that value is derived
from intangible assets such as human intelligence,
brand recognition, customer service, and quality. Yet,
we have no systematic way to measure these
intangibles.
That's why the gap between the numbers on a
company's accounting statements and its
market valuation continues to widen.
Appraising to Decide
REWARDS
Performance is rarely determined solely by individual
merit. The organization requires people to work
together supportively to achieve its objectives.
Most people's performance is more determined by
the quality of their interactions and the information
they get from others than anything else. They also
contribute in an immeasurable way by helping others.
Appraising for
DEVELOPMENT
Appraising for
DEVELOPMENT
To do this effectively requires:A system for doing it
Managers to have the skills to do it
Those involved to want to take part
Appraising for
DEVELOPMENT
The third item takes the most managing. People will
usually be more committed to processes when they
are involved in the decision making.
Problem solving workshops to develop and explore
the options are one way forward.
The system and forms required are less
critical for success than the other two
factors. Many options exist; the best
systems are simple, flexible and practical.
Appraising for
DEVELOPMENT
Managers need good interpersonal skills to get
the best out of appraisal. The heart of it is the
interview with the subordinate.
The manager must listen well and with
understanding to create trust and openness.
The manager may need counseling,
coaching and feedback skills to enable
development. He/she will ideally be open
about his/her needs too.
OPTIONS for Developmental Appraisal
The following are possible:Self Appraisal
The person writes down an assessment of
his/her performance last year and development
needs next year. This forms the basis of a
developmental interview with the boss. At the
end both agree actions.
Advantage
Encourages open communication
OPTIONS for Developmental Appraisal
Peer Appraisal
The person seeks comments on performance and
development needs from peers before interview
with boss.
Advantage
Wider view of the
performance and needs
person's
OPTIONS for Developmental Appraisal
Customer Appraisal
As per previous slides but input now from
internal and external customers
Advantage
Feedback
focused
on
most
important issues. Can be an
important contributor to customer
care
OPTIONS for Developmental Appraisal
Two Way Appraisal
The discussion of performance and development
needs is two-way between boss and subordinate.
It includes how they can be more helpful to each
other in future.
OPTIONS for Developmental Appraisal
Two Way Appraisal
One method is the 'Team of two' approach where
each party writes down. 'What I can do to help
you?' What you can do to help me? The lists are
then shared and positive plans made.
Advantage
Highly developmental for both and
very positive
TRAINING for
Appraisal
Setting up an appraisal scheme is an
organization development project. It will be much
easier if you use an outsider to help the
organization think through the possibilities and
plan the appropriate interventions
TRAINING for
Appraisal
Managers will probably need training
coaching, counseling and feedback skills.
in
It will help to precede any definite offerings with a
diagnosis of the specific needs.
Then you will get what you want.
TRAINING & Development
TRAINING & Development
TRAINING Cycle
Which may Include Any or All of:Establishing the skill requirements
and the subsequent training needs
of the workforce.
The design of the most suitable
events and most effective training
methods for your organization
TRAINING Cycle
Which may Include Any or All of:Delivery of the training with
additional support for any open
learning aspects.
Evaluation and validation of the
training event to ensure that you
achieve identifiable and cost
effective business improvements
from the development of your staff
SUCCESS of
Appraisal System
The success of any Performance Appraisal
System depends on three factors:
First and foremost, the active
interest and support of the
organization's leaders, not simply
the HR department;
SUCCESS of
Appraisal System
Second, time needs to be taken to
train all levels of personnel in the
system's use and objectives; and
SUCCESS of
Appraisal System
Third, the appraisals must be applied
uniformly to all employees, at all
levels, new and old. There is a
tendency to assume that long term,
employees know how they are doing
and, therefore, there is no need to
bother with formal appraisals. It just
isn't so.
Such neglect is often interpreted as a
sign that no one cares anymore.
CONCLUSION
Design of “Performance-appraisal System” of an
organization depends upon the nature and
requirement as suited to the culture of the
organization.
It
must
address
corporate,
departmental, and individual needs.
However, it is necessary that even the
most well designed system is worthless
unless the senior management is
committed in implementing it in true spirit
CONCLUSION
The engaging relationship of people management
demands effort and sensitivity. It has to be
understood that performance management is not a
year-end effort when the whole organization goes
into a tizzy and somehow gets over it leaving some
happy and many unhappy but everybody guessing.
CONCLUSION
Specifically, at the senior levels of management, it
is essential that there is continuous and credible
sharing of expectations and feedback on
performance throughout the year. Only through
such an engagement can it be expected that
managers will own up their decisions on people,
which the assessed will also accept.
CONCLUSION
We
believe
that
properly
designed
and
implemented
appraisal
systems
will
force
employees at all levels to think about what their job
requires, communicate what they expect from the
job, and reach a better understanding of how well
they are accomplishing their responsibilities.
CONCLUSION
the process is difficult and timeconsuming, but the advantage in forcing
communications between all levels and
letting people know clearly what is
expected of them will result in better
performance by employees and fewer
problems for managers. We spend far
too much time correcting problems
caused by misunderstandings. It makes
better sense to spend time preventing
them.
CONCLUSION