2010 PERFORMANCE APPRAISALS @ NATIONAL LOTTERY AUTHORITY

PERFORMANCE APPRAISALS @ NLA

INTRODUCTION:

Performance Appraisal is one of the tools of performance management directed at achieving organisational goals. It is directed toward three fundamental goals:

Creating a measure that accurately assesses the level of an individual's job performance

creating an evaluation system that advances one or more operational functions in an organization

Helping organisations understand how well they are performing in relation to their strategic goals and objectives

18/04/23 1Presented by Fiifi Amissah


What are performance Appraisal? A continuous process of measuring and

communicating an employees performance on the job, based on set objectives, agreed timelines and resources.

It is also a regular evaluations of employees performance at work (giving feedback of employees performance).

It is the process of obtaining, analyzing and recording information about the relative worth of an employee and the performance relating to his/her job.

Performance appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a better job18/04/23 2Presented by Fiifi Amissah


Why Performance Appraisal: Performance Measurement serve to reduce

the complex nature of National lottery Authority’s performance to a small number of key indicators in order to make it more digestible for use.

Helps to communicate organizational standards to employees,

Learning and Improving employees capabilities to equip our employees with the information needed in making better informed decisions that lead to improvements

Aid in identifying employees who require training and other development activities

Aid in rewarding good performers, 18/04/23 3Presented by Fiifi Amissah


Why Performance Appraisal: Reporting externally and demonstrating

compliance to external stakeholders and to comply with external reporting regulations and information requests

Controlling and monitoring people in a top-down command-and-control fashion, to guide and control people’s behaviours and actions. Here, measures are used to set goals or rules, to objectively access the achievement of these goals, and to provide feedback on any unwanted variance between achievements and goals. This helps eliminate variance and improve conformity

Enhance employee performance in areas of selection, placement and retention decisions.18/04/23 4Presented by Fiifi Amissah

PERFORMANCE APPRAISALS @ NLA Who does the Appraising?

Appraisal could be done by:

supervisors/managers,

Peers/colleagues,

Subordinate/juniors,

Customers/clients,

a combination of any of these.

In the case of NLA, appraisals are conducted by supervisors


PERFORMANCE APPRAISALS @ NLA Objectives of Performance Appraisal?

To review the performance of the employees over a given period of time by providing feedback to the employees regarding their past performance.

To judge the gap between the actual and the desired performance by providing clarity of the expectations and responsibilities of the functions to be performed by the employees.

Helps to strengthen the relationship and communication between superior – subordinates and management – employees in reducing the grievances of the employees.


PERFORMANCE APPRAISALS @ NLA Objectives of Performance Appraisal?

To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.

Provide information to assist in personal decisions taking in the organization.

To help the management in exercising organizational control.

To judge the effectiveness of the other human resource functions of the organization such as recruitment, selection, training and development.


PERFORMANCE APPRAISALS @ NLA Effects of Performance

Appraisal

Motivation and Satisfaction

Training and Development

Recruitment and Induction


PERFORMANCE APPRAISALS @ NLA Effects of Performance Appraisal Motivation and Satisfaction

Performance appraisal can have a profound effect on levels of employee motivation and satisfaction - for better as well as for worse

Performance appraisal provides employees with recognition for their work efforts. The power of social recognition as an incentive has been long noted. In fact, there is evidence that human beings will even prefer negative recognition in preference to no recognition at all.


PERFORMANCE APPRAISALS @ NLA Effects of Performance Appraisal Motivation and Satisfaction If nothing else, the existence of an appraisal

program indicates to an employee that the organization is genuinely interested in their individual performance and development. This alone can have a positive influence on the individual's sense of worth, commitment and belonging.

The strength and prevalence of this natural human desire for individual recognition should not be overlooked. Absenteeism and turnover rates in some organizations might be greatly reduced if more attention were paid to regular performance appraisal, at least, as a good start.


PERFORMANCE APPRAISALS @ NLA Effects of Performance Appraisal Training and Development

Performance appraisal offers an excellent opportunity - perhaps the best that will ever occur - for a supervisor and subordinate to recognize and agree upon individual training and development needs.

During the discussion of an employee's work performance, the presence or absence of work skills can become very obvious - even to those who habitually reject the idea of training for them!


PERFORMANCE APPRAISALS @ NLA Effects of Performance Appraisal Training and Development Performance appraisal can make the need

for training more pressing and relevant by linking it clearly to performance outcomes and future career aspirations.

From the point of view of the organization as a whole, consolidated appraisal data can form a picture of the overall demand for training. This data may be analysed by variables such as functions, department, etc. In this respect, performance appraisal can provide a regular and efficient training needs audit for the entire organization


PERFORMANCE APPRAISALS @ NLA Effects of Performance Appraisal Recruitment and Induction

Appraisal data can be used to monitor the success and effectiveness of the organization's recruitment, selection, induction and placement practices and strategies, under the assumption that cumulative individual performance will influence organisational performance



Process of Performance Appraisal

The process of performance appraisal is the setting up of the standards which will be used to as the base to compare the actual performance of the employees.

This step requires setting the criteria to judge the performance of the employees as successful or unsuccessful and the degrees of their contribution to the organizational goals and objectives.

The standards set should be clear, easily understandable and in measurable terms. In case the performance of the employee cannot be measured, great care should be taken to describe the standards.



Process of Performance Appraisal: Communicating the standards; • It is the responsibility of the management to

communicate the standards to all the employees of the organization.

Measuring the Actual Performance; • The most difficult part of the Performance

appraisal process is measuring the actual performance of the employees, that is, the work done by the employees during the specified period of time.

• It is a continuous process which involves monitoring the performance throughout the period



Process of Performance Appraisal: Measuring the Actual Performance; • The actual performance is compared with the

desired or the standard performance. The comparison tells the deviations in the performance of the employees from the standards set.

• The result of the appraisal is communicated and discussed with the employees on one-to-one basis. The focus of this discussion is on communication and listening. The results, the problems and the possible solutions are discussed with the aim of problem solving and reaching consensus.

• The last step of the process is to take decisions which can be taken either to improve the performance of the employees, take the required corrective actions, or the related HR decisions like rewards, promotions, demotions, transfers etc



Conducting Performance Appraisal Five key elements of performance

appraisal

Measurement – assessing performance against agreed targets and objectives.

Feedback – providing information to the

individual on their performance and progress.

Positive reinforcement – emphasising what has been done well and making only constructive criticism about what might be improved.


PERFORMANCE APPRAISALS @ NLA Conducting Performance Appraisal Five key elements of performance

appraisal

Exchange of views – a frank exchange of views about what has happened, how appraisees can improve their performance, the support they need from their managers to achieve this and their aspirations for their future career.

Agreement – jointly coming to an understanding by all parties about what needs to be done to improve performance generally and overcome any issues raised in the course of the discussion



END OF PART 1


PERFORMANCE APPRAISALS @ NLA Preparing for the meeting: - Appraiser

Consider how well the individual has performed since the last meeting.

Consider to what extent any agreed development plans from the last meeting have been implemented.

Think about the feedback to be given at the meeting and the evidence that will be used to support it.

Review the factors that have affected performance both those within and outside the individual’s control.

Consider the points for discussion on the possible actions that can be taken by both parties to develop or improve performance.

Consider possible directions the individual’s career might take.

Consider possible objectives for the next review period


PERFORMANCE APPRAISALS @ NLA Preparing for the meeting: -

Appraisee What they have achieved during the review

period, with examples and evidence. Any examples of objectives not achieved with

explanations. What they most enjoy about the job and how

they might want to develop the role. Any aspect of the work in which improvement is

required and how this might be achieved. Their learning and development needs with

arguments to support their case for specific training.

What level of support and guidance they require from their manager.

Their aspirations for the future both in the current role and in possible future roles.

Objectives for the next review period18/04/23 21Presented by Fiifi Amissah

PERFORMANCE APPRAISALS @ NLA Preparing for the meeting: Good and Bad Appraisal practices:

A good and constructive appraisal meeting is one in which;

appraisees do most of the talking appraisers listen actively to what they say there is scope for reflection and analysis performance is analysed and not personality the whole period is reviewed and not just recent or

isolated events achievement is recognised and reinforced ends positively with agreed action plans. But a bad meeting; focuses on a catalogue of failures and omissions is controlled by the appraiser ends with disagreement between appraiser and

appraisee18/04/23 22Presented by Fiifi Amissah

PERFORMANCE APPRAISALS @ NLA NLA Performance Appraisal

System:

This appraisal form is designed to be interactive and to be conducted by the supervisor and the subordinate

It is interactive so as to manage conflicts regarding comments and scoring before it is presented

The appraisal is in three stages: A – Employee Details, B – Performance Measurement by

Employee and Supervisor C - Employee strength,

weaknesses and Training & Improvement recommendations/Plans)18/04/23 23Presented by Fiifi Amissah

PERFORMANCE APPRAISALS @ NLA NLA MBO System:

Section A is to be filled by the employee.

It is about the employee, his/her details at NLA and a brief description of the job function.

Section B labeled appraisal by employee, supervisor & HRM will be filled by the employee and the supervisor.

Section B has 5 subsections on our set targets(KPI), our job descriptions, performance mastery, our leadership and behavioural attributes.



The final scores from these boxes will be entered in the section labeled “Performance Summary”.

The maximum score (target) for each box is indicated in each Sections

Section C lists any key areas of strength or areas requiring improvement if any and training/improvement plan required.

It also verify from the supervisors whether the employee merits promotion and to what level.



The section labeled “Performance Summary (to be filled by the HR department)” should be left for the HR department.

It is a summary of the entire appraisal to indicate the rating for the whole process

There are 5 ratings/results as below:

GRADE RATINGS Excellent 85 – 100 Outstanding 70 - 84.9 Good 55 -

69.9 Satisfactory 45.1 - 54.9 Unsatisfactory <45 18/04/23 26Presented by Fiifi Amissah

PERFORMANCE APPRAISALS @ NLA Effect of Performance Appraisal

– Organisation.

A structured means of identifying, assessing and reviewing potentials for developmental needs and succession planning

Up-to-date information regarding the expectations and aspirations of employees

Information on which to base decisions about promotions, salary review, training needs and motivation on

Updating of employee records (achievements, new competencies etc)

Facilitate communication in the organisation



– Subordinates

Gain better understanding of their roles

Understanding more clearly how and where they fit in the organisation Getting an insight into how their performance is perceived

Improving understanding of their strengths and weaknesses and developmental needs and ways to improving

Providing an opportunity to discuss and clarify developmental and training needs and discuss career direction and prospects

Understanding and agreeing their objectives for the next year.



– Supervisors

Helps them feel more honest with subordinates and confident about themselves

Helps them manage the productivity process according to management objectives

Helps in deciding on career growth of subordinates and colleagues

Helps them in taking decision on reviews of subordinates’ promotion and grading

Helps them in choosing successors



Medase

Akpe na mawu

Danke

Merci

Thank you


2010 PERFORMANCE APPRAISALS @ NATIONAL LOTTERY AUTHORITY

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