class xx performance appraisal
DESCRIPTION
TRANSCRIPT
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Human Resource Management IIFT Class X , September 5 , 2013
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What Determine Performance ?
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Four components of performanceA performerBehaviourSituationResults
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What is Performance Appraisal?
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Performance appraisal, is a method by
which the job performance of anemployee is evaluated (generally in terms of quality, quantity, cost andtime)
Performance appraisals are an indispensablepart of performance measurement
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“a continuous process of identifying, measuring and developing the
performanceof individuals and teams and aligningperformance with the strategic goals of
the organization.”
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“A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.”
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• Results -based• Built around a continuous process
▪ Cycle involves Performance Planning; Performance Support; Performance Review
• Linkage to strategic planning process • Developmental focus• Documentation critical
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PLAN PERFORMANCE (Strategic, Operational Plans
Job Clarification) SUPPORTING
PERFORMANCE
(Monitoring,
Coaching, Feedback) FINAL REVIEW OF PERFORMANCE (Results vs. Expectations)
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PLAN PERFORMANCE (Position Description)
MONITOR & SUPPORT
PERFORMANCE
(Appraisal Discussion
Record)
FINAL REVIEW OF PERFORMANCE (Performance Appraisal Report)
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Why Performance Appraisal?
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To locate and identify the individuals who may be promoted from within the
organization
To locate the talents and capabilities of executives for their future development
To evaluate the utility of the existing development programs for executives and
assess whether there is a need of modification in the program
To evaluate the worth of each executive in the organization taking into consideration the job requirements.
To have a comparative view of the abilities and capabilities of the executives in
the same cadre
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To measure the performance of the
Employees and the organization to check
the progress towards the desired goals and
aims
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Performance Planning Apprais
al
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To review the performance of the employee over a given period of time
To judge the gap b/w the actual & the desired performance Provide information to assist in the HR decisions like -
promotions, transfers etc Provide clarity of the expectations & responsibilities of the
functions to be performed by the employee To judge the effectiveness of the other HR
functions of the org such as - recruitment, selection, training & development
To diagnose the training and development needs of the future.
To reduce the grievances of employees Helps to strengthen the relationship & communication b/w superior – subordinates & manager
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Establishing performance standards
Communicating the standards Measuring the actual performanceComparing the actual with desired
performance Discussing resultsDecision making
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SpecificMeasurableAttainable RelevantTrackable
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Difference between Job Evaluation and Performance Appraisal
Difference between Performance Appraisal and Performnace Management System
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Ranking Method Paired Comparison Method Check List Method MBO BARS Assessment Centers Critical Incident Method Essay Method Confidential Report
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A (Self-Assessment (for discussion with manager)
Organisational Values and Behaviors
Strengths• I am very creative and come up with new ideas which is accepted by all.• I am very passionate about Customer’s issues and do whatever I can to put him at ease.• I am a team player and work for team rather than my own goals.
Areas for Development• I need improvement in completing my work within the deadlines.• Some times, I find difficulty in articulating my point of view appropriately.• At times, I am unable to force my views on my subordinates, even if it is demand of the time.
Write down keystrengths & areasof development
Use your own language to describe yourself the best
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A (Self-Assessment (for discussion with manager) (cont…)
Professional Knowledge and skills
Strengths• I am technically very sound in my own domain & able to come up with proper solution.• I am quick to use the latest computer package like P-Spice, PCB CAD s/w.• I am also good at reviewing other’s work & do find critical mistakes at early stage.
Areas for Development• I need to learn about the latest devices available and how to use them.• For further development, I need to improve my skills about EMI/EMC compliance. • I am from hardware, but I need to learn on integration with Firmware, mechanical etc.
Write down keystrengths & areasof development Use your own language
to describe yourself the best
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A (Self-Assessment (for discussion with manager) (cont…)
Career aspirations over next 3 – 5 years
I am now playing a role of Team Member and at times I am able to lead a small group in hardware validation. I aspire to be in hardware design over one year and start to play the role of team leader in next 3 years. Alternatively, I can play a role of Team leader in Hardware Validation in next ~2 years.
An aspiration can be ambitious but need to be achievable in 3~5 years.It is good to mention mid- way milestones you may attain in your journey to
your aspiration.
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A (Self-Assessment (for discussion with manager) (cont…)
Area of interest
Mobility
Choose the areas of interest. If required, add name by choosing ‘Other’
Indicate your mobility choosing suitable option. Elaboration will be needed if you choose ‘With restriction’ option.
No or Limited mobility will not come in a way of assessment of your potential
But may restrict the no of avenues available to you.
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Objective Action Plan Timing Manager / Sponsor
SMART What, How, Where By When Who
Write down the learning objective : What change you
want to see in yourself.
List down actions needed to accomplishthe learning objective
including actions neededto verify attainment
of the objective
CAREFUL:It is common to put Business Objective in
Place of Learningobjective
Provide timeline (mmm-yy) to identifyby when each of the
actions will be completed
Name of thePerson (s) who will support
you
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Halo Effect Horn Effect Recency bias Contrast effect Personal bias Same as Me Different from me First impression Spill over Effect Status Effect Strict Rating Lenient Rating Stereotyping
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Determining the evaluation criteriaCreating a rating instrumentLack of competenceErrors in rating & evaluationResistance
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Mid Year Career Development Discussion
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Ensuring individual goals and objectives are aligned to business goals.
Setting SMART objectives with clear measures. Conducting regular two way performance reviews. Supporting the employee on appropriate
development plans. Conducting thorough, quality year-end
performance reviews including inputs from relevant stake holders.
Demonstrating fairness and consistency in performance evaluation.
Encouraging and supporting stretch performance at all times.
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Providing input and agreeing on annual objectives.
Continuously reviewing performance against goals.
Demonstrating values and behaviors in delivering performance results.
Preparing for the Performance Review. Implementing individual Development Plan. Demonstrating a willingness to undertake
demanding goals and to remain flexible. Re-defining agreed upon deliverables based on
changing circumstances.32
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Appraiser Lacks Information Lack of Appraisal skills Appraiser unserious about appraisals Appraiser unprepared and uses unclear
language Employee Unreceptive to feedback Appraiser’s personal biases and
prejudices Ineffective discussion of employee
development Insufficient rewards for performance
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The Appraisal ProcessObjectives entered in to new form at the start of the year
Periodic review during the yearAt the end of the year employee completes the self appraisal
Line Manager discusses appraisal with indirect / functional manager.
Line Manager hold appraisal meeting with employee
Line Manager completes appraisal and communicates provisional ratingEmployee adds his comments. Manager and employee sign off.
Next level manager reviews and adds comments
Peer review takes place and rating is finalized
Indirect / functional manager adds his comments
Changes if any are communicated back to the employee with reasons
SBU / Functional head reviews and approves rating
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Dec 11 Jan 12 Feb 12 Mar 12
Distribution of Appraisal Forms – end December
Completion of Appraisals prior to Peer Review – 10 February
Completion of Peer Review – 28 February
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Self AppraisalAnonymous Appraisal180 degree Feedback360 degree Feedback
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Use of a multi-rater (360 degree) assessment process
Manager assessed against fourteen…n core competencies required by senior managers
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Competencies for Public Service Leaders
INTELLECTUAL
Cognitive Capacity
Creativity
RELATIONSHIP
Interpersonal Relations
Communication
FUTURE BUILDING
Visioning
MANAGEMENT
Action Management
Organizational Awareness
Teamwork Partnering
PERSONAL
Stamina / Stress Resistance
Ethics and Values
PersonalityBehavioural
FlexibilitySelf-Confidence
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Confidential Individual reportReport on performance of
management teamDevelopment of individual action
planDevelopment of Management
Team action plan
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A major advantage to the "360" process is that it provides an opportunity for all those people with whom a person comes into frequent contact to offer feedback.
When feedback comes from many sources, it's more difficult for a person to brush aside constructive criticism and rationalize that "the boss just has it in for me“..
Another advantage of the "360" process is that it is designed with a customer focus in mind. The customers can be internal or external.
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360 Degree + 360 Degree = 720 Degree is there ?
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