88789 questionnaire performance appraisal system its effectiveness performance appraisal guidebook

7/23/2019 88789 Questionnaire Performance Appraisal System Its Effectiveness Performance Appraisal Guidebook

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CONTENTS

Page

1 Why Performance Appra!a"! #

1$1 Defnition #1$% Aims #

% Sche&'"e for Performance Appra!a"! (

# Con&'ctng the PerformanceAppra!a"

)

* Common +atng Error! *

( U!ng the Appra!a" ,orm -

($1 Elements o the Appraisal Form -($% Completing the Appraisal -

) Wrtng Performance Target!.Goa"!

)$1 Objectives o Writing Perormance Targets and Goals

)$% teps in Writing Perormance Targetsand Goals

)$# Chec!list)$* E"amples o targets and goals

1#

1#

1#

1*1(

2



1$ Why Performance Appra!a"

1$1 De/nton

The perormance appraisal is part o a larger s#stem !no$n as the perormancemanagement s#stem% This s#stem is the approach to the management o people &sing performance0 p"anne& goa"! an& o2ect3e!0 mea!'rement0fee&ac4 and recognton to motivate people to realise their ma"im&mpotential% Perormance appraisal involves the setting o clear '&antifable goalsand objectives and assessing individ&al perormance against these meas&res%

1$% Am!

Perormance appraisals are a $a# to give eedbac! to sta( regarding theirperormance% The appraisal can be &sed to enco&rage good $or! as $ell aspoint o&t opport&nities or improvement% Appraisals can also be &sed to setmeas&rable targets and objectives to contin&all# sp&r perormanceimprovement%

Increasing Role Clarity

Perormance appraisal is a tool or comm&nicating the s!ills) !no$ledge andattit&des re'&ired or the di(erent job roles% The appraisal criteria acts as ag&ide to the attit&des and behavio&rs that *+, CO-PA.+ $o&ld li!e their sta( in

their vario&s capacities to have%

Training and Development

Perormance appraisals meas&re an individ&al/s perormance and can identi#opport&nities or improvement or learning thro&gh training%

Compensation and Reward

As *+, CO-PA.+ bon&ses and ann&al increments are lin!ed to perormance) a

s#stem or meas&ring perormance in an e'&itable $a# is necessar#% Theperormance appraisal enco&rages the &se o objective) '&antifable criteria tomeas&re perormance $hich $ill be !no$n to all sta(% This s#stem improvesair j&dgement and the perception o e'&it# among sta(%

3



Career Planning

Perormance appraisals $ill allo$ *+, CO-PA.+ to assess the s!ill set o their

e"isting sta( to ascertain the career path or each individ&al%

Enhance Corporate Values

*+, CO-PA.+/s corporate val&e is the p&rs&it o innovative '&alit# in the areaso C'!tomer!0 Emp"oyee!0 Socety0 Pro&'ct!0 Techno"ogy0 Managementand ,arne!!$ These val&es are translated to perormance meas&res that are&sed in the appraisal% This enhances a$areness o corporate val&es andpromotes behavio&rs that are in line $ith *+, CO-PA.+/s val&es%

4



%$ Sche&'"e for Performance Appra!a"!

5

0 12 Dept to identi#Appraisers or eachdepartment)

partic&larl# ordepartments $ith morethan one appraiser

0 12 Dept to provideAppraiser $ithappraisal orms

0 Appraiser to completeorms or respectivesta(

0 Cond&ct perormance appraisalintervie$

0 All E"ecs and -anagers $ill&ndergo the appraisal intervie$incl&ding setting perormancetargets and goals or the ne"t timeperiod

STAGES O, T5E PE+,O+MANCE MANAGEMENT S6STEM

0 Appraisers to sched&le3hr sessions or eachemplo#ee

4norm Emplo#ees4norm Emplo#ees

Preparation or 2evie$Preparation or 2evie$

0 Appraisers to inormemplo#ees at least one$ee! beore thesched&led intervie$

Perormance 2evie$and

Agreement

Perormance 2evie$and

Agreement

-anagement2evie$

-anagement2evie$

12 Dept 2evie$12 Dept 2evie$

3st $ee! o 5&l#

3st $ee! o 5&l#

6nd $ee! o 5&l#

7rd and 8th $ee! o 5&l#

8th $ee! o 5&l#0 Appraisers to s&bmit

completed orm to respectives&periors or revie$ and

co&ntersigning

0 Appraisers to s&bmit orm to12 Dept

0 12 Dept to confrmrecommendations on salar#increments and promotions$ith -anaging Director

0 12 Dept to prepare letters tosta( accordingl#

0 12 Dept to fle appraisals inpersonnel orms

3st $ee! o A&g&st

ched&le intervie$sched&le intervie$s



#. Con&'ctng the Performance Appra!a"

B E , O + E

T 5 E

A P P + A

I S A 7 Keep goo&

recor&!9oth praise and criticism are most meaning&l $hen s&pportedb# act&al e"amples

+e3e8pre3o'!goa"!

:se previo&s goals to eval&ate progress

Get np'tfrom other!

ee! eedbac! rom others $ho $or! $ith the appraisee inareas the# $ill have objective !no$ledge o and get e"amples$here available

Preparecaref'""y

Prepare in advance so that #o& can deliver the message that#o& intend to

Preparea&mn!trat3e &eta"!

• agree on a time ; set aside at least one ho&r% Avoidpostponing the appointment) and give the emplo#ee &llattention%

• select a location ; o<ce or conerence room is best%

• as! emplo#ee to prepare ; as! the emplo#ee to revie$ his=her

goals) and come prepared $ith '&estions%

D U + I N G T

5 E

A P P

+ A I S A 7 E9p"an the

meetngagen&a

O&tline $hat is abo&t to happen or the session

Enco'ragecomm'ncaton

•

listen• enco&rage t$o;$a# comm&nication

• as! or ideas on ho$ the# can improve their perormance

• as! or ho$ the# eel #o& can help them

• as! or eedbac! on the appraisal section

Stay foc'!e& >eep the session oc&ssed on past and &t&re perormance)s&mmarise disc&ssion iss&es oten to ens&re agreement

Comm'ncatng!hortcomng!

The emplo#ee e"pects and sho&ld !no$ $hat he=she needs toimprove

Be open 9e versatile and open;minded i #o& hear things that ca&se #o&to change #o&r opinion

6



D U + I N G T

5 E

A P P + A

I S A 7 E3a"'aton

proce!!• 9egin $ith the positive things that $ere $ell done

• Follo$ this $ith areas that need improvement and a plan on

ho$ to address them• Concl&de $ith a reinorcement o #o&r desire to help the

person gro$ and improve

Ma4ngprom!e!

Don/t ma!e promises #o& do not have control over ?e%g% salar#increments) promotions) transers etc@

+e3e8 goa"! Concentrate on a e$ areas; things that ma!e a di(erence% Tr#to enco&rage contin&ation and gro$th in the areas o strength%et &p smartB goals that $ill b&ild strength in areas needingattention

A ,

T E +

T 5 E

A P P + A I S A 7 A&mn!trat

on• Complete the paper$or! re'&ired or the res&lts o the

appraisal

• -a!e s&re the appraisee signs on the bottom line

• -ar! the calendar on $hen #o&r ne"t appraisal session $ith

the person $ill be

,o""o8:'p Follo$;&p on agreements made d&ring the appraisal

7earnng 2evie$ $hat #o& have learnt abo&t the emplo#ee) #o&r recordsand s#stems) #o&rsel) the appraisal process and #o&rmanagement st#le

7



*$ Common +atng Error!

Whilst completing the appraisal orm) the appraiser is advised to e"erciseca&tion) as there ma# be several pitalls $hich ma# s!e$ the assessment

Halo Efect A person o&tstanding in one area tends to receive o&tstanding or better thanaverage ratings in other areas as $ell) even $hen s&ch a rating is &ndeserved

Negative Efect A lo$ rating in one area #ields lo$er than deserved ratings or otheraccomplishments

Central Tendency Assigning an average rating or all '&alities

Conrontation !voidanceDiscomort $ith giving negative eedbac!

Initial Perormance2ating an emplo#ee based solel# on initial impressions o perormance

Recency 2ating an emplo#ee based solel# on most recent perormance $hichovershado$s the entire #ear/s perormance

8



5. Using the Appraisal Form

($1 E"ement! of the Appra!a" ,orm

The appraisal orm covers the ollo$ing !e# areas

• Assessment o perormance

• Emplo#ee/s gro$th and development ; strengths and areas or improvement

• Training re'&irements

• Achievements

• Goals and targets ?or managers and e"ec&tives@

• 2evie$ $ith sta( ?or managers and e"ec&tives@

• 2ecommendations

• -anagement revie$; 2evie$ b# Co&ntersigning A&thorit#

($% Comp"etng the Appra!a" ,orm

%6%3 >e# Perormance 4ndicators

Core ;a"'e! Manager E9ec't3e Sta<

C&stomers Customer "ocus

• -aintains high priorit# in achieving c&stomer satisaction ?both internal and e"ternalc&stomers@ b# '&ic!l# and acc&ratel# identi#ing and responding to c&stomersact&al needs

• 4s e(ective in dealing and negotiating $ith internal and e"ternal c&stomers

Emplo#ees #taf Training and $elare

• Activel# provides g&idance and helps sta( in theircareer development

Interpersonal% "acilitation o Teamwor&

• Promotes and develops good $or!ing relationships $ith other sta(

Communication #&ill

• pea!s) listens and $rites clearl# and logicall# to share inormation and s!ills

ociet# Cost Consciousness

• Demonstrates concern or the societ# thro&gh practices that save compan#/s

reso&rces and red&ce $astage

9



Core ;a"'e! Manager E9ec't3e Sta<

Prod&cts andervices

'o( )nowledge% Technical #&ills

• Demonstrates good !no$ledge and s!ill in job area

$or& !ttitude

• Displa#s commitment) planning and organisational s!ill) initiative and a sense o&rgenc# to$ard $or! and a $illingness to learn

*uality +indset

• -aintains high standards or ho$ $or! is done in terms o acc&rac# and consistenc#

#aety

• Ens&res care&l $or! habits that compl# $ith the saet# re'&irements

*uantity o $or&

• Abilit# to handle areasonable vol&me o

$or!

Technolog# Process Improvement

• 2ecognises the need or contin&o&s improvement

-anagement?to becompleted orappraisees $iths&pervisor#d&ties@

Pro(lem #olving

• 4dentifes iss&es and problems) sec&res relevant inormation rom di(erent so&rcesand resolves problems e(ectivel#

,eadership% #upervision - +otivation o #taf

• ets a good e"ample or s&bordinates and e(ectivel# controls and leads them

.oal /rientation

• ets realistic challenges and acts to achieve them

Decision +a&ing

• Ta!es the right action atthe right time

Fairness Integrity

• Acts ethicall# and honestl# in line $ith the compan#/s code o cond&ct

Dependa(ility % Responsi(ility

• 4s reliable in the discharging o d&ties and is $illing and adaptable in ta!ing on ne$responsibilities

!ttendance% Punctuality

• 1as good attendance and is p&nct&al

10



%6%6 Eval&ation

?a@ Total Eval&ation

The fnal score is the average score) calc&lated as ollo$s

Total cores * 3 .&mber o &estions Ans$ered *

?b@ Gradings

The appraisee is then graded according to the level o his=her perormance ineach categor# according to the fnal score

O't!tan&ngPerormance is e"ceptional and ar e"ceeds e"pectations% Consistentl#demonstrates e"cellent standards in all job re'&irements%

;ery Goo&Perormance is consistent) and e"ceeds e"pectations in all sit&ations%

Goo&Perormance is consistent% Clearl# meets essential re'&irements o job%

,arPerormance is satisactor#% -eets re'&irements o the job%

Nee&! Impro3ementPerormance is inconsistent% -eets re'&irements o the job occasionall#%&pervision and training is re'&ired or most problem areas%

Un!at!factoryPerormance does not meet the minim&m re'&irements o the job%

11



.rowth and Development

4n this section) describe ho$ the appraisee demonstrates their strengths andareas or improvement b# providing specifc e"amples%

pecifc action plans can also be developed together $ith the appraisee ?orE"ec&tives and -anagers@ to address these areas% 4n partic&lar) trainingre'&irements can be identifed or the areas that can be enhanced or developedthro&gh training% Training re'&irements reer to the s!ill set re'&ired b# theemplo#ee to either s&ccess&ll# &lfl c&rrent job responsibilities or to preparethe emplo#ee or greater responsibilit#%

!chievement

This section allo$s an# additional responsibilities o&tside o the appraisee/s job

scope ?e%g% 4O H6 teering Committee@ to be ac!no$ledged%

.oals !chievement

Appraisals or E"ec&tives and -anagers) contain a section or goal setting andgoal achievement assessment% Goals are specifc and meas&rable objectivesthat the individ&al $ishes to achieve b# the end o the ollo$ing appraisalperiod%

Recommendations

The appraiser provides recommen&aton! or the career development or theemplo#ee% These ma# incl&de confrmation) e"tension o probation) promotion)increments) termination) etc%

Review (y Director

The -anaging Director $ill provide comments prior to fling $ith theAdministration Department%

12



)$ Wrtng Performance Target! an& Goa"! =Manager! an& E9ec't3e! on"y>

)$1 O2ect3e! of Wrtng Performance Target! an& Goa"!

• pecifc and meas&rable targets and goals defne $hat is e"pected rom a

job holder

• The perormance targets and goals serve as standards b# $hich perormance

can be acc&ratel# meas&red

)$% Step! n Wrtng Performance Target! an& Goa"!

E"amplestep 3 9egin b# $riting

do$n the basicnat&re o the tas!&sing onl# a verb anda no&n

• o&rce ne$ clients

• 4ncrease sales vol&me

• 2ed&ce rejection rates

• Complete planning phase

tep 6 4ncl&de the '&antit#or '&alit# that m&stbe met b# the personresponsible or thetas!

• o&rce * n&mber o

'&alifed clients $ithin +months

• 4ncrease sales vol&me b# *

b# 5&ne

• 2ed&ce rejection rates b# b# the end o the #ear

• Complete the planning

phase b# 7 October

tep 7 4 necessar#) add an#proced&res or criteriathat describe theaction to be ta!en toachieve the target orgoal

• o&rce * n&mber o

'&alifed clients $ithin +months b# activel#advertising services topotential clients $ithin theelectronics ind&str#

tep 8 2evie$ and refne thetarget or goal inecessar#

13



)$# Chec4"!t

-A2TB Perormance Goals

S pecifcM eas&rableA chievable+ es&lts;orientedT ime;bo&nd

To ens&re that the objectives are properl# defned) each o the ollo$ing'&estions m&st be ans$ered positivel#;

?i@ Does the statement o perormance targets=goals limit the res&lts to onespecifc areaI

?ii@ Are the res&lts $ell defned in terms o $hat is e"pected o the jobholderI

?iii@ Are the objectives meas&rable and observableI Were objectives'&antifed $henever possibleI

?iv@ Was a time rame specifedI

?v@ Are the perormance targets=goals reasonable and $ithin the reach o the job holderI

14



)$* E9amp"e of Performance Target!

Position Perormance Targets=Goals

ales -anager 4ncrease share o mar!et o Prod&ct 5 rom 3to 6 b# December 73%

Wareho&se &pervisor 2ed&ce accident rate b# 3 %

2ed&ce response time to internal c&stomers b#3%

1&man 2eso&rce -anager Decrease t&rnover o clerical emplo#eesrom 6 to 3 b# Dec 73

Complete planning and installation os&pervisor# training programme%

15

88789 questionnaire performance appraisal system its effectiveness performance appraisal guidebook

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