PERFORMANCE APPRAISALPERFORMANCE APPRAISALIMPLEMENTATIONIMPLEMENTATION
PROBLEMS PROBLEMS AT AT
ALBION DRINKSALBION DRINKS
GROUP 7GROUP 7
ASHA NACHIASHA NACHI
GEORGEGEORGE
NISHANISHA
SIDDARTHSIDDARTH
SUDIPTASUDIPTA
URPREETURPREET
THE CASE
The design and implementation of the appraisal system must be properly addressed
Identifies how one organization made a number of easily avoidable mistakes which would limit its ability to develop its appraisal system
BACKGROUNDBACKGROUND
Albion Drinks-manufacturer of its own brand Albion Drinks-manufacturer of its own brand soft drinkssoft drinks
Grocery stores and supermarkets across the Grocery stores and supermarkets across the UKUK
Private-label products to the major Private-label products to the major supermarket chainssupermarket chains
Part of a larger parent organization (in Part of a larger parent organization (in FMCG spectrum)FMCG spectrum)
1,200 staff:1,000 factory-based production 1,200 staff:1,000 factory-based production operatives & 200 based in the head office, operatives & 200 based in the head office, undertaking support activitiesundertaking support activities
Trade Union membership within factory highTrade Union membership within factory high 25% of the head office employees in Trade 25% of the head office employees in Trade
UnionUnion Employee Relations climate good Employee Relations climate good New HR DirectorNew HR Director
ROLE PLAYROLE PLAY
HR DIRECTORHR DIRECTOR HEAD OFFICE HR MANAGERHEAD OFFICE HR MANAGER HEAD OFFICE MANAGERHEAD OFFICE MANAGER TRADE UNION REPRESENTATIVETRADE UNION REPRESENTATIVE
SCENE 1: OFFICE EMPLOYEES SCENE 1: OFFICE EMPLOYEES DISCUSSING ABOUT NEW HR DISCUSSING ABOUT NEW HR
DIRECTORDIRECTOR
SCENE 2: A DISCUSSION SCENE 2: A DISCUSSION BETWEEN NEW HR BETWEEN NEW HR
DIRECTOR AND THE HR DIRECTOR AND THE HR MANAGERMANAGER
SCENE 3: HR MANAGER SCENE 3: HR MANAGER COMMUNICATES THE SAME COMMUNICATES THE SAME TO ALL AND GETS THE JOB TO ALL AND GETS THE JOB
DONEDONE
SCENE 4: PROBLEMS WITH SCENE 4: PROBLEMS WITH APPRAISALAPPRAISAL
PROBLEMSPROBLEMS
No expertiseNo expertise Simply lifted the sister concern's existing Simply lifted the sister concern's existing
appraisal process and introduced itappraisal process and introduced it Resistance overlookedResistance overlooked No training provided to existing managersNo training provided to existing managers Who should appraise whom?Who should appraise whom? Lack of clarity in the terms usedLack of clarity in the terms used
SOLUTIONSSOLUTIONS
Process related to job performanceProcess related to job performance Involve employees Involve employees Make sure the performance rating process is Make sure the performance rating process is
strategically useful- KRAsstrategically useful- KRAs Train the employees on how to appraiseTrain the employees on how to appraise Clarity regarding who would appraise whomClarity regarding who would appraise whom Constant reviewing and monitoring of the Constant reviewing and monitoring of the
processprocess
SUGGESTIONS FOR EFFECTIVE PERFORMANCE APPRAISAL
The Appraisal System Should Be Tailored to the Specific Needs of the Organization
Rating Factors Should Be as Objective and Concrete as Possible
Appraisals Should Be Free of Bias Procedures and Administration Should Be
Uniform The System Should Be Easy to Operate
The System's Results Should Be Used in Decisions The System Should Provide a Review or Appeals
Process The System Should Be Acceptable to Users The System Should Be Economical to Operate Performance Ratings Should Be Documented Raters Should Be Trained and Qualified The System Should Provide for Monitoring and
Evaluation Top Management Should Clearly Support the System
CONTEMPORARY EXAMPLES OF EFFECTIVE
PERFORMANCE APPRAISAL
PepsiCo
Xerox Corporation's Reprographic Business Group
THANK YOUTHANK YOU
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