Performance Appraisal
Transcript of Performance Appraisal
Performance AppraisalPerformance AppraisalABSOLUTEABSOLUTE
ContentsContents
• Types of Absolute Appraisal methods
• Timeline & Process
• Appraisal of Front office staff
• Appraisal of Marketing Manager
• Attachments
• Appendix
Performance appraisal - a formal structure that allows for the continued measuring and evaluation of individual behavior and performance of an employee
Absolute Appraisal methodAbsolute Appraisal method
• Under the individual evaluation methods of merit rating, employees are evaluated one at a time without comparing them with other employees in the organization
1. Confidential Report1. Confidential Report
• Descriptive report
• Highlights the strengths and weaknesses of the subordinate
• Subjective analysis of the superior
• Does not offer any feedback to the appraisee
2. Essay Evaluation2. Essay Evaluation
• Rater is asked to express the strong as well as weak points of the employee’s behavior
• Used with a combination of the graphic rating scale • Factors:
– (i) Job knowledge and potential of the employee; – (ii) Employee’s understanding of the company’s programmes,
policies, objectives, etc.; – (iii) The employee’s relations with co-workers and superiors; – (iv) The employee’s general planning, organizing and controlling
ability; – (v) The attitudes and perceptions of the employee, in general
3. Critical incident Technique3. Critical incident Technique
• Manager prepares lists of statements of very effective and ineffective behavior of an employee
• Manager maintains logs on each employee
• Recorded critical incidents are used in the evaluation of the workers’ performance
4. Checklist & weighted checklist4. Checklist & weighted checklist
• A set of objectives or descriptive statements about the employee and his behavior
• The value of each question may be weighted equally or certain questions may be weighted more heavily than others in the weighted checklist
5. Graphic Rating Scale5. Graphic Rating Scale
• Uses a printed form to evaluate
• Uses variety of traits
• Most commonly quality and quantity of work
Table: Typical Graphic Rating ScaleEmployee Name................... Job title .................Department ......................... Rate ...............Data .................................. Quantity of work: Volume of work under normal working conditions
Unsatisfactory
Fair Satisfactory Good Outstanding
Quality of work: Neatness, thoroughness and accuracy of work Knowledge of job
A clear understanding of the factors connected with the job
Attitude: Exhibits enthusiasm and cooperativeness on the job
Dependability: Conscientious, thorough, reliable, accurate, with respect to attendance, reliefs, lunch breaks, etc.
Cooperation: Willingness and ability to work with others to produce desired goals.
6. Behaviorally Anchored Rating 6. Behaviorally Anchored Rating Scales (BARS)Scales (BARS)
• A combination of the rating scale and critical incident techniques of employee performance evaluation
• The critical incidents serve as anchor statements on a scale and the rating form usually contains six to eight specifically defined performance dimensions
Performance Points Behavior
Extremely good 7 Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country.
Good 6 Can expect to initiate creative ideas for improved sales.
Above average 5 Can expect to keep in touch with the customers throughout the year.
Average 4 Can manage, with difficulty, to deliver the goods in time.
Below average 3 Can expect to unload the trucks when asked by the supervisor.
Poor 2 Can expect to inform only a part of the customers.
Extremely poor 1 Can expect to take extended coffee breaks and roam around purposelessly.
7. Management by Objectives 7. Management by Objectives (MBO)(MBO)
“a process whereby the superior and subordinate
managers of an organization jointly identify its
common goals, define each individuals’ major
areas of responsibility in terms of results
expected of him and use these measures as
guides for operating the unit and assessing the
contributions of each of its members”
8. Forced Choice method8. Forced Choice method
• Makes use of several sets of pair phrases, two of which may be positive and two negative and the rater is asked to indicate which of the four phrases is the most and least descriptive of a particular worker
ExampleExample
Table: Forced Choice Items1. Least Most
A Does not anticipate difficulties AB Grasps explanations easily and quickly BC Does not waste time CD Very easy to talk to D
2. Least MostA Can be a leader AB Wastes time on unproductive things BC At all times, cool and calm CD Smart worker D
Timeline for Performance Timeline for Performance appraisal systemappraisal system
As approved by the DOI office of HR
October 1st to September 31st
Appraisal period – it coincides with the fiscal yr
30 days after performance appraisal
October 1st – 31st Complete the performance appraisal for the previous fiscal yr
60 calendars from the beginning of the appraisal cycle
October 1st – November 30th
Time frame in which performance standards are set and approved
Midway through the performance period
March through May Performance review / Interim appraisal (as required)
ProcessProcess
• Planning – Goals & objectives are outlined, employee input, employee role description– Standards – Quality, Quantity, Timeliness,
Cost effectiveness• Exceptional, Superior, Fully successful, Minimally
successful, Unsatisfactory
– Documenting Elements & standards– Employee Participation
• Monitoring – Performance Review• Developing employees – Training, Individual
assessment plan (Self assessment, discussions & Collaborations, Feedback, Implementation & Follow-up)
• Rating – Interim Appraisal, Rating critical elements, Rating of record, discussion with employee, employee supplement comments
• Actions based on performance – promotions, probations, rewards, transfers, etc
Performance appraisal for Front Performance appraisal for Front Office staff (Hospitality)Office staff (Hospitality)
• Will be done by manager / supervisor
• As per the timeline defined earlier
• See attachment
• Action taken as per performance
• Using Graphic Rating Scale
Performance Appraisal for Performance Appraisal for Marketing Manager (Hospitality)Marketing Manager (Hospitality)
• Done by Senior manager
• As per timeline
• See attachments
• Action taken
• Using MBO technique
ExampleExample
• Construction Industry
AttachmentsAttachments
• For Front office staff
• Excel sheet
• Internal form
• MBO
Thank you!