performance appraisal final copy
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Performance Management-Appraisals Workshop
Continual organizational improvement can only come about with continual individual improvement.
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IndexCourse goalsPerformance ManagementWhat is Performance Appraisal?Performance Appraisal Process.Methods of Performance AppraisalConclusion.
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Course Goals
To assist you in managing employee performance
To enable you to appropriately complete the evaluation portion of a performance management program standards.
Why have Performance Appraisals? Overview of The Process
- Appraisal Procedure Benefits of Appraisals
- Management Role- Employee Role
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Communication Skills Required- Questioning- Listening- LanguageThe Appraisal- Appraisal Areas- Preparation- Writing the Appraisal- Do's and Don'ts- Goals- Self Esteem- Structuring the Appraisal
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The Appraisal Discussion- Framing- Disagreement- Criticism- FeedbackProblems with Appraisals- People- Process- Preparation
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ROTATIONAL BRAINSTORMINGWhat is Performance Appraisal?Why is it necessary?What is the key to the effectiveness of PA?Should PA be done or not? If so why?(State at
least 3 reasons for either)
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DEFINITIONWhat is performance management?An ongoing ongoing communication process.
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Key Definitions we will explore in Performance
Performance Standards
What are they?
Performance Evaluation
What is it?
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Standards Start with a good job
description.
(Why does this job exist??) What is this person to accomplish? What is the person accountable for
in the work process? What results are achieved through
the functions of THIS job? What are the KEY performance
expectations of THIS job? Remember: Standards should
reflect what a satisfactory employee can accomplish.
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Evaluations Only one aspect of the continuous
Performance Management Process!!!
Should be linked to the Business Objectives
Should measure Results & Competencies
Standards are “Standard” or “Satisfactory” in our process
Don’t create a “zero sum game”-- Always strive for Win/Win situations
Ratings are not decided upon compared to other performers, but rather to your planned performance for the specific staff person
Look at behavior and results
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EVALUATE/APPRAISEOBTAIN INPUT FROM RECORDS &
DISCUSSIONS WITH REVIEWING OFFICER .
RECORD RESULTS, PERFORMANCE, BEHAVIOR
RATE FACTORS ON ALL DIMENSIONS OF JOB FOR ENTIRE RATING PERIOD
RECORD THE RATINGSDISCUSS WITH REVIEWING OFFICERDISCUSS WITH EMPLOYEE
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GUIDELINES FOR CONDUCTING PERFORMANCE EVALUATIONS
PREPARE FOR MEETING AND PROVIDE UNINTERRUPTED SESSION
SHOW KNOWLEDGE OF AND INTEREST IN EMPLOYEE
DISCUSS PERFORMANCE AND PROVIDE SPECIFICS
DISCUSS EMPLOYEE DEVELOPMENTCONCLUDE ON POSITIVE
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PERFORMANCE APPRAISALS
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Definition
“Any system of determining how well an individual employee has performed during a period of time, frequently used as a basis for determining merit increases.”
“OBSERVE and EVALUATE an employee in relation to PRE-SET performance standards.”
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BRAINSTORMING
What objectives would you base PA upon ?
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PAObjectiv
es
Documentation
Organizational
Maintenance
PromotionsTraining and development
Pay scales & Pay raise
Constructive criticism
and guidance
Administrative uses
HR programs
Communication
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Appraisal Process
Establish job Expectations
Design an Appraisal Programme
Appraise Performance
Performance Interview
Objectives of Performance Appraisal
ArchiveAppraisal Data
Use appraisal data for appropriate
purposes
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THREE AND ONEWHO ?
SUPERVISORS DO EVALUATIONSWHAT ?
COMPLETION OF JOB TASKS WHEN ?
ANNUALY FOR PERMANENT EMPLOYEES
NEW EMPLOYEES 3-6 MONTHS HOW ?
SPECIAL CARE & RESPECT
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Sources of Information1) Supervisors (most common)
• Motivation
• Time availability
• Friendship
2) Co-Workers (Peers)
• Friendship bias
• Leniency
• High level of accuracy
• Best used as a source of feedback
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Sources of Information (cont)3) Self
• Lots of knowledge
• Leniency effect
• Good preparation for performance appraisal meeting (conducive for dialog)
4) Subordinates
• Biases (e.g., # of subordinates, type of job, expected evaluation from supervisor)
5) Client
• Good source of feedback
• Negativity bias
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Methods of PA1. Critical incident method2. Weighted checklist method3. Paired comparison analysis4. Graphic rating method5. Essay evaluation method6. Behaviorally anchored rating scale7. Performance rating method8. Management by objective method9. 360 degree performance appraisal method10.Forced ranking method11.Behavioral observation scales
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Forced ranking method
Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution.
For example, the distribution requested with 10 or 20 percent in the top category, 70 or 80 percent in the middle, and 10 percent in the bottom.
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TablesPerformance Rating *Percent Award
Outstanding -
Above Expectations -
Meets Expectations -
Needs Improvement -
Performance Rating Target SpreadPercentage
Outstanding 5
Above Expectations 25
Meets Expectations 65
Needs Improvement 5
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Critical incidents methodAny critical incidents or Outstanding
examples of success or failure of subordinates is recorded by supervisor.
It improve s the supervisor’s ability as an observer
Identifies Areas where counseling may be useful.
It is less Reliable and valid for many organizations.
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E.g.Supervisor Comments (To be filled by the immediate supervisor in consultation with the employee)
How successful was your employee in achieving his/her KPI's in the appraisal period (give example)
He was able to achieve most of his KPIs but he had to be reminded to do something about it. For example the KPI of updating organograms, he has to be constantly reminded about updating them.
List top 1-3 strength of your employee. Comment on how these strengths can be used for the organizations' benefit?
1. Challenges status quo, questions processes, looks for better ways of doing things. 2. Ownership of projects: Finishes work assigned to him and takes responsibility for it. 3. People Management: He has really worked hard on his people management skills and gets along well with internal as well as external customers.
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Management By objectives“Management by Objectives (MBO) is a
process of agreeing upon objectives within an organization so that management and employees agree to the objectives (KPI’s) and understand what they are.”
Largest user of MBO in Pakistan is the public sector but failure of it is lack of performance appraisal system.
Setting goals is difficult in MBO.
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No. KPI's Progress % Completed
1Updated organograms of all departments
In process. Orgranograms were converted from Visio to Powerpoint. Constant update is required when there is a change in any department.
70 %
2 Assistance in annual appraisal 2009
In process. Initial lists of employees were finalized. Online appraisals are being done. Last date for submission of forms is June 30, 2009. There will be increment work after that.
70 %
3 Improve the SOPs for recruitment In process 70 %
4Improve orientation SOP,orientation pack
In process 50 %
5Automation of attendance management system
Completed. Successfully registered and trained 148 employees on the system. Generating attendance data through the system now.
100 %
6 Audit of employees' leave balances Completed 100 %
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Five step MBO process
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DEFINITIONA GOAL –DIRECTED APPROACH TO
PERFORMANCE APPRAISAL IN WHICH WORKERS AND THEIR SUPERVISORS SET GOALS TOGETHER FOR THE UPCOMING EVALUATION PERIOD
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Essay MethodEmployee is described in a number of broad categories like
Overall impression Strengths and weakness
The strength of this method is the writing skills and analytical skills of the rater.
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ROLE PLAY (Total Time: 75 min)
Groups of four Each group to write 3-4 objectives (10 min) Preparation for interview as per objectives (10
min) Role play between Appraiser-Appraisee (15 min/group)One group to observe the other and then rotateEach group to provide feedback on the other (5 min/group)Highlight strengths and weaknesses in the
appraisal process of the other groupsSyndicate Discussion (5-7 min)
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Points to Ponder Determining the evaluation criteria Lack of competence Errors in rating and evaluation Resistance Unrealistic objectives
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ERRORS INPERFORMANCE APPRAISAL, WAYS &
MEANS TO REDUCE IT
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Performance Appraisal and Other HRM Functions
Performance appraisal validates selection function
Performance appraisal validates selection function SelectionSelection
Selection should produce workers best able to meet job requirements
Selection should produce workers best able to meet job requirements
Performance appraisal determines training needs
Performance appraisal determines training needs
Training and Development
Training and Development
Training and development aids achievement of performance standards
Training and development aids achievement of performance standards
Performance appraisal is a factor in determining pay
Performance appraisal is a factor in determining pay
Compensation Management
Compensation Management
Compensation can affect appraisal of performance
Compensation can affect appraisal of performance
Performance appraisal judges effectiveness of recruitment efforts
Performance appraisal judges effectiveness of recruitment efforts
RecruitmentRecruitmentQuality of applicants determines feasible performance standards
Quality of applicants determines feasible performance standards
Performance appraisal justifies personnel actions
Performance appraisal justifies personnel actions Labor RelationsLabor Relations
Appraisal standards and methods may be subject to negotiation
Appraisal standards and methods may be subject to negotiation
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Reasons Appraisal Programs Sometimes Fail
Lack of top-management information and support Unclear performance standards Rater bias Too many forms to complete Inadequate preparation on the part of the manager. Employee is not given clear objectives at the beginning of
performance period. Overemphasis on uncharacteristic performance. Organizational politics or personal relationships judgments. Manager may not be trained at evaluation or giving feedback. No follow-up and coaching after the evaluation
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Common Errors in
the Appraisal Process
Halo Error/Horn Error
First Impression Error
Recency Error
Leniency Error
Severity Error
Central Tendency Error
Stereotyping
Attribtion bias
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Responsibility
Commitment
Initiative
Sensitivity
Judgment
Communication
Observation of specific behavior (s) (e.g., volunteers
to work overtime)
Halo Error/Horn Error: rating a single individual based on the interviewer’s general feeling toward the individual so that employee receives nearly identical ratings (usually high/low) on all performance areas
High/low ratings on other performance
dimensions
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First Impression ErrorTendency of a rater to make an initial positive or
negative judgment of an employee and allow that first impression to color or distort later information
Leniency Errorgive more positive ratings to employees than they deserve
Severity Error evaluate employees more unfavorably than they deserve
Central Tendency Errorrating all employees near the mid-point of the performance scale
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Recency Error
The tendency of minor events that have happened recently to have more influence on the rating than major events of many months ago.
StereotypingThe tendency to generalize across groups and ignore individual differences.
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Improve Appraisal Formats
Select the Right Raters
Understand Why Raters Make Mistakes
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Rater-error training to reduce psychometric errors
Performance dimension training Performance-standard training
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1) Ensure that procedures for personnel decisions do not differ as a function of the race, sex, national origin, religion, or age of those affected by such decisions.
2) Use objective and uncontaminated data whenever they are available.
3) Provide a formal system of review or appeal to resolve disagreements regarding appraisals.
4) Use more than one independent evaluator of performance.5) Use a formal, standardized system for personnel decisions.6) Ensure that evaluators have ample opportunity to observe
and rate performance if ratings must be made.7) Avoid ratings on traits such as dependability, drive, aptitude,
or attitude.8) Provide documented performance counseling prior to
performances-based termination decisions.
Prescriptions for Defensible Appraisal Systems
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From a Performance Perspective(An Exercise)Jigsaw readingFour groupsRead the given extract and jot
down at least 8-10 key points (10 min)
Each group to present and share the key points (3 min per group)
Syndicate Discussion (10 min)
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