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Staff appraisal

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Staff appraisal

Staff appraisal

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  • 1. Performance Appraisal
    Ahmed Moussa
    10 April 2011
  • 2. Performance appraisal:
    Is a universal phenomenon in which the organization is making judgment about one is working with and about oneself. It serves as a basic element of effective work performance.
    Performance appraisal is essential for the effective management and evaluation of staff.
    It aims to improve the organizational performance as well as individual development.
  • 3. The history of performance:
    Appraisal is quite brief. Its roots in the early 20th century can be traced to Taylor's pioneering Time and Motion studies.
    As a distinct and formal management procedure used in the evaluation of work performance, appraisal really dates from the time of the Second World War - not more than 60 years ago.
    Performance appraisals have been increasingly implemented by most modern organization as a tool for employee assessment.
  • 4. Appraisal
    Performance
    Performance is an employee's accomplishment of assigned work as specified in the critical elements and as measured against standards of the employee's position.
    Is concerned with the process of evaluinga person’s worth to an organization with a view to increasing it.
  • 5. Traditional Appraisal system
    Performance appraisal is developed as a simple method of income justification.
    Appraisal used to decide whether the salary of an individual was justified or not.
    The decrease or increase in pay depends upon employee’s performance.
  • 6. Modern Appraisal System
    Performance appraisal is defined as a structured formal interaction between a subordinate and a supervisor that usually takes the form of a periodic interview, in which the work performance of the subordinate is examined and discussed with a view to identify weakness, strength and opportunities for improvement and skills development.
  • 7. Performance Standards
    Are statements of the expectations or requirements established by management for a critical element at a particular rating level. A performance standard may include, but is not limited to, factors such as quality, quantity, timeliness, and manner of performance
  • 8. Performance Plans
    Are the documentation of performance expectations communicated to employees from supervisors.
    Plans define the critical elements and the performance standards by which an employee's performance will be evaluated.
  • 9. Performance Improvement Plans (PIP)
    Are developed for employees at any point in the appraisal cycle when performance becomes Level 1 (unacceptable) in one or more critical elements.
    This plan affords an employee the opportunity to demonstrate acceptable performance and it is developed with specific guidance provided by a servicing human resources office.
  • 10. Performance Management
    Is the integrated process by which an agency involves its employees in improving organizational effectiveness in the accomplishment of agency mission and strategic goals.
    Performance Management consists of:
    Performance planning, monitoring employee performance, employee development, evaluating employee performance, and recognition.
  • 11. Performance appraisal
    A system describes how agency will identify performance standards and core competencies and communicate them to employees.
    Periodical appraisal helps the company to compare employee’s performance and to take apt decisions for further improvement.
    A structured business planning depends on the performance of the employee and it will be successful only when the employees are analyzing their work performance individually.
    The formal performance appraisal in a company is conducted annually for all staff and each staff member is appraised by their line manager.
    Generally employees are appraised based on the structure of the company
  • 12. Annual performance appraisals
    Annual performance appraisals evaluate the role of the employee in the organizational development and also monitoring the standard, expectations, objectives, efficiency in handling task and responsibilities in a period of time.
  • 13. Benefits of Staff Appraisal
    Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation.
  • 14. Benefits of Staff Appraisal
    Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation.
    It generally reviews each individual performance against the objectives and standard of the organization.
  • 15. Benefits of Staff Appraisal
    Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation.
    It generally reviews each individual performance against the objectives and standard of the organization.
    Providing feed back about employee’s job performance and the contribution of reward for their work is very essential in the smooth functioning of an organization.
  • 16. Benefits of Staff Appraisal
    Appraisal also helps to analyze the individual training needs of the employee and planning of future job allocation.
    It generally reviews each individual performance against the objectives and standard of the organization.
    Providing feed back about employee’s job performance and the contribution of reward for their work is very essential in the smooth functioning of an organization.
    Effective appraisal considering increase in staff productivity, knowledge and contribution. Formal management procedure used the evaluation of work performance. Effective appraisal helps the employer in providing increased productivity, knowledge and contribution from the staff.
  • 17. Performance appraisal tries to:
    • Give feedback to employees to improve subsequent Performance.
    • 18. Identify employee-training needs.
    • 19. Document criteria used to allocate organizational rewards.
    • 20. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
    • 21. Provide the opportunity for organizational diagnosis and development.
    • 22. Facilitate communication between employee and administrator.
  • Performance appraisal tries to:
    • Give feedback to employees to improve subsequent Performance.
    • 23. Identify employee-training needs.
    • 24. Document criteria used to allocate organizational rewards.
    • 25. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
    • 26. Provide the opportunity for organizational diagnosis and development.
    • 27. Facilitate communication between employee and administrator.
  • Performance appraisal tries to:
    • Give feedback to employees to improve subsequent Performance.
    • 28. Identify employee-training needs.
    • 29. Document criteria used to allocate organizational rewards.
    • 30. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
    • 31. Provide the opportunity for organizational diagnosis and development.
    • 32. Facilitate communication between employee and administrator.
  • Performance appraisal tries to:
    • Give feedback to employees to improve subsequent Performance.
    • 33. Identify employee-training needs.
    • 34. Document criteria used to allocate organizational rewards.
    • 35. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
    • 36. Provide the opportunity for organizational diagnosis and development.
    • 37. Facilitate communication between employee and administrator.
  • Performance appraisal tries to:
    • Give feedback to employees to improve subsequent Performance.
    • 38. Identify employee-training needs.
    • 39. Document criteria used to allocate organizational rewards.
    • 40. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
    • 41. Provide the opportunity for organizational diagnosis and development.
    • 42. Facilitate communication between employee and administrator.
  • Performance appraisal tries to:
    • Give feedback to employees to improve subsequent Performance.
    • 43. Identify employee-training needs.
    • 44. Document criteria used to allocate organizational rewards.
    • 45. Form a basis for personnel decisions-salary (merit) increases, disciplinary actions, etc.
    • 46. Provide the opportunity for organizational diagnosis and development.
    • 47. Facilitate communication between employee and administrator.
  • Steps to start performance appraisal
  • 48. Steps to start performance appraisal
    • Step one: Preparation
    • 49. Step two: Assessment
    • 50. Step three: Reviewing documents.
    • 51. Step four: Appropriate setting.
    • 52. Step five: Deliver it clearly.
    • 53. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step one: Preparation
    • 54. Step two: Assessment
    • 55. Step three: Reviewing documents.
    • 56. Step four: Appropriate setting.
    • 57. Step five: Deliver it clearly.
    • 58. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step one: Preparation
    If people don't know where they're going, how can we ever expect them to get there? How will they know when they've arrived? It's also critical to get employees' input on their own objectives if we want to increase their commitment to achieving those goals. If people feel that they have a voice in their assignments, they will frequently work harder toward the success of those assignments.
  • 59. Steps to start performance appraisal
    • Step one: Preparation
    • 60. Step two: Assessment
    • 61. Step three: Reviewing documents.
    • 62. Step four: Appropriate setting.
    • 63. Step five: Deliver it clearly.
    • 64. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step two: Assessment
    A critical manager responsibility is assessing and giving timely feedback to your staff on their performance. There are many benefits to doing this. Feedback on performance that is given as soon as possible has proven to be the most effective. It's not fair or effective to tell someone how she messed up, or (more rarely) how well she did, weeks after the job is done. Let people know quickly so they can either address the error or replicate the success.
  • 65. Steps to start performance appraisal
    • Step one: Preparation
    • 66. Step two: Assessment
    • 67. Step three: Reviewing documents.
    • 68. Step four: Appropriate setting.
    • 69. Step five: Deliver it clearly.
    • 70. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step three: Reviewing documents.
    Before you actually do sit down with the employee, review all your documentation from the year. Take a look again at the objectives that you and the employee agreed to and documented at the beginning of the year. Look for any commendations or letters you may have received about the employee during the year.
  • 71. Steps to start performance appraisal
    • Step one: Preparation
    • 72. Step two: Assessment
    • 73. Step three: Reviewing documents.
    • 74. Step four: Appropriate setting.
    • 75. Step five: Deliver it clearly.
    • 76. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step four: Appropriate setting.
    Make sure that you have an appropriate setting in which to deliver the appraisal. The most commonly used location, a manager's office, is often the worst place.
  • 77. Steps to start performance appraisal
    • Step one: Preparation
    • 78. Step two: Assessment
    • 79. Step three: Reviewing documents.
    • 80. Step four: Appropriate setting.
    • 81. Step five: Deliver it clearly.
    • 82. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step five: Deliver it clearly.
    Deliver the appraisal in simple language. Don't use code or jargon, and don't mince words. Don't dance around the issue at hand even if the appraisal is not as positive as the employee might have hoped. She'll pick up on your discomfort like a shark sensing blood in the water.
  • 83. Steps to start performance appraisal
    • Step one: Preparation
    • 84. Step two: Assessment
    • 85. Step three: Reviewing documents.
    • 86. Step four: Appropriate setting.
    • 87. Step five: Deliver it clearly.
    • 88. Step six: Encouragement.
  • Steps to start performance appraisal
    • Step six: Encouragement.
    At the conclusion of the performance appraisal meeting, which also marks the end of one performance appraisal cycle and the beginning of the next, your job is to encourage. You want to motivate the employee to continue doing that which he does well and to improve in the areas where there is room for growth. This is the best way to make these meetings productive and positive. Even if the person's appraisal has not been as high as he might have hoped, remind the employee that he is still valued and that you'll support him in his development
  • 89. What is “ 360 performance appraisal “
  • 90. Staff Appraisal Example
  • 91. Staff Appraisal
    • Performance against Objectives: 40%
    • 92. SKILLS : 30%
    • 93. Behavior : 30%
  • Staff Appraisal
    • Performance against Objectives(X): 40%
    • 94. SKILLS (Y) : 30%
    • 95. Behavior (Z) : 30%
  • Staff Appraisal
    • Performance against Objectives (X) : 40%
  • Staff Appraisal
    • Performance against Objectives: 40%
    • 96. SKILLS : 30%
    • 97. Behavior : 30%
  • Staff Appraisal
    • SKILLS (Y) : 30%
  • Staff Appraisal
    • SKILLS (Y) : 30%
  • Staff Appraisal
    • SKILLS (Y) : 30%
  • Staff Appraisal
    • SKILLS : 30%
  • Staff Appraisal
    • SKILLS : 30%
  • Staff Appraisal
    • SKILLS : 30%
  • Staff Appraisal
    • SKILLS : 30%
  • Staff Appraisal
    • SKILLS : 30%
    2
  • 98. Staff Appraisal
    • SKILLS : 30%
  • Staff Appraisal
    • SKILLS(Y) : 30%
    Maximum total = 5 * 7= 35
    29 / 35 = 83 %
  • 99. Staff Appraisal
    • Performance against Objectives: 40%
    • 100. SKILLS : 30%
    • 101. Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Behavior (Z) : 30%
    2
  • 102. Staff Appraisal
    • Behavior (Z) : 30%
  • Staff Appraisal
    • Performance against Objectives (X): 40%
    • 103. SKILLS (Y) : 30%
    • 104. Behavior (Z) : 30%
  • Staff Appraisal
    Final Parts
  • 105. Staff Appraisal
    Final Parts
  • 106. Staff Appraisal
    Signatures
  • 107. Staff Appraisal distribution
  • 108. Reference
    Margaret Francis, MSW, M.Phil, PGDCIM, Registered Social Worker and Counselor GSCC UK

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