Performance Appraisal
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Measurement in organization is important to make people more achive at work

Measurement in organization is important to make people more achive at work

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Performance Appraisal Presentation Transcript

  • 1. www.humanikaconsulting.com
    Performance Appraisal
  • 2. Performance Appraisal
    1. Introduction
    2. Performance Appraisal
    3. Designing Effective Performance Appraisal
    3. Key Success Factors & Critical Element
  • 3. Introduction
    HR Management
    The Mission of HRM
    Attracting, managing and developing people in line with the competency and culture required by the organization in order to function synergistically with other organization’s resources as well as creating an atmosphere of productivity, satisfaction and loyalty
    To support the achievement of organizational goals and to
    improve the constructive and productive contribution of people
    to the organization in an ethical and socially responsible way
  • 4.
    • People Based Management
    • 5. Proactive
    • 6. Facilitator
    • 7. Executive/Management Member
    • 8. Transformational & Synergistic
    HR Paradigm
    • Personnel Administration
    • 9. Reactive  Responsive
    • 10. Controller
    • 11. Management Tool
    • 12. Transactional
  • Old
    • Functional Orientation
    • 13. Internal Focus
    • 14. Reactive
    • 15. Rule Maker
    • 16. Policy Driven
    • 17. Traditional approach
    • 18. Distrust Orientation
    • 19. Centralized decision making
    • 20. One size fits all
    New
    • Business Orientation
    • 21. Customer focus
    • 22. Proactive
    • 23. Consultant
    • 24. Value Driven
    • 25. Thinking “outside the box”
    • 26. Partnering
    • 27. Collocate decision making
    • 28. Tailored programs
    HRM Concept
  • 29. Strategic HR Deliverables
    Organization’s Strategy
    Implementation Plan
    Human Resource
    Strategic HR Deliverables
    Culture
    Core Value
    HR Enablers
    Performance
    Drivers
    • Entire system ( from selection to development & reward )
    • 30. Guidance/handbook/SOP
    • 31. HRIS
    • 32. etc
    Capital
    Competence
    Strategic HR Development
    • Performance Appraisal
    • 33. Competency HRM
    • 34. etc
  • Competency Based of HRM
    • Underlying characteristics of an individual that results in effective and or superior performance
    • 35. A cluster of related Knowledge , Skills and Attitude
    • 36. A system approach to Develop, Evaluate, Reward, and separate HR in relation to the achievement of strategic corporate goals
  • Competency
    Possession of required skill, knowledge and experience to meet current performance requirement in current job
    Basic element of competency
    • Skillability to do something better , because he/she has the necessary experience from past learning
    • 37. Knowledge useful information
    • 38. Social role behavioral pattern in group/organization
    • 39. Self image self concept ( existence, personality, values etc )
    • 40. Trait basic characteristic showed in daily behaviour
    • 41. Motive  driver in behaviour
  • Performance Appraisal
    Ultimate Goal
    Maximizing contribution to achieve business objective
    Purposes
    • Lead to optimum performance and optimize potential
    • 42. Provide ongoing development cycle ( planning, coaching & counseling, and feedback )
    • 43. Develop on going communication
    • 44. Identify potential, development need, and near future advancement
    • 45. Provide input for salary administration
  • Characteristics
    • As a part of Performance Management System
    • 46. Future oriented
    • 47. Continuing process
    • 48. Measurable and observables
    • 49. Simple and easy implement
    • 50. Open and constructive system
    • 51. Empowering
    • 52. Motivating
    • 53. Development purpose
    • 54. For all employee
  • Objectives
    1. Identifying & evaluating performance
    • List of accomplishment
    • 55. Appraisal system
    • 56. Feedback
    • 57. Competency measurement
    • 58. Observation
    2. Identifying competencies used to meet accomplishment
    3. Analyzing strength and weaknesses in competencies for career path and development program
    4. Deciding required competencies for future work assignment
    5. To define or redefine future objectives
  • 59. Performance Appraisal Strategy
    ( EPR Continuum )
    The Strategy
    • Appraisal System :
    Appraisal - PA Interview - PA Form
    • Inter Relation with other HRM :
    HR Planning - Learning&Development - Compensation&Benefit - Career&Planning
    • Not Merely for remuneration adjustment
  • Requirement for effective Performance Appraisal System
    • Relevance : sesuai & tajam
    • 60. Sensitivity : gradingnyajelas
    • 61. Reliability : terukur
    • 62. Practicality : aplikatif , dapatdipakai
    • 63. Acceptability : diterima
    • 64. Focus on future : development focus
  • Performance Appraisal System
    1.
    Next Superior
    Conventional
    • Employee Participates
    • 65. Competency based
    • 66. Accomplish based
    • 67. Next leader involvement
    • 68. Developmental
    Direct Superior
    Appraise
    Employee
  • 69. Performance Appraisal System
    Direct Superior
    2. 180
    Appraise
    Employee
    Peers
    Peers
    Appraise
    Appraise
    Disadvantage
    • Peers often are insufficient as the only source
    • 70. Not enough staff at the same level to provide quality feedback
    • 71. Differences in experience, education, and work responsibility can create concern about abilities to provide high quality information
    Advantage
    • Reliable
    • 72. Valid
    • 73. Highly Credible
  • Performance Appraisal System
    Direct
    Superior
    3. 360
    Other
    Superior
    Self
    Appraise
    Employee
    Internal
    cust.
    External
    cust.
    Appraise
    Appraise
    Peers
    Skip-level
    report
    Direct
    report
    Advantage
    • Higher Accuracy
    • 74. Provide F/B from all direction ; internal & external customer
    Disadvantage
    • F/B providers avoid “saying what need to be heard”
    • 75. Rater may inflate grades
    • 76. System manipulation by user
  • Design Effective Performance Appraisal
    4 element to be appraised
    1. Traits approach
    Distinguishing Quality ( as inherited characteristic )
    Examples :
    • initiative
    • 77. effort
    • 78. dependability
    • 79. leadership
    • 80. analytical
    • 81. judgment
    • 82. creativity
    • 83. attitude
    • 84. maturity
    • 85. critical thinking
    • 86. enthusiasm
    • 87. versatile
    • 88. self control
    • 89. accuracy
  • 2.Task approach
    Job, duty, assignment
    Example :
    • knowing the job
    • 90. handling people
    • 91. Meeting deadlines
    • 92. Following through
  • 3. Goals approach
    The result desire in the job ( KPI )
    Examples :
    Goals
    Measurement
    Deadline
    By direct order received
    Dec 30,2002
    Annual Sales Rp 10 million
    By ability to respond
    question in sales
    presentation
    Improve competitor knowledge
    June 30,2002
  • 93. 4.Job Behaviourapproach
    Behaviour demonstrated in carrying out/ executing the assignment / job / duty
    Example :
    • Complete project on time
    • 94. Open to subordinates idea
    • 95. Well liked by team members
    • 96. Show patience in training new employees
    • 97. Contributes innovative approaches to solve problem
  • Process in Performance Appraisal
    Appraisal system, policy & procedure
    Performance
    Agreement
    Planning
    Review
    Final
    Review
    Report
    Business
    Objectives
    Follow Up
    Unit/Team
    goals
    Informal progress review
  • 98. Format Performance Appraisal
    Accomplishment only
    • Employee rating based on a accomplishment only
    • 99. Reward based on accomplishment and productivity
    Accomplishment plus Skill and Competency level
    • Employee rating and reward based on
    • 100. accomplishment
    • 101. skill and competency level
    • 102. Motivation to self improvement
    • 103. Continual learning
  • Content in Performance
    Appraisal
    • Key job Responsibility
    • 104. Goal & Objectives
    • 105. Achievement
    • 106. Enablers
    • 107. Development Plan
    • 108. Direct superior’s comment
    • 109. Member’s comment
    • 110. Next superior’s comment
  • Goal setting
    • Define the overall purpose of the job
    • 111. Identify main tasks
    • 112. Define what and why it has to be done
    Agree main tasks
    • Identify Key Result Areas from the list of main tasks
    • 113. Quantified & Time base
    Set Target
    Define Performance
    Standards
    • Define in outcomes & quantified terms
    Select Projects
    • Specify required outcomes of the project, budget and time scale
  • Performance Metrics
    Tangible , example
    1. Cost: Cost of rework serving
    2. Time: Response Time, Cycle time, and delivery time
    3. Quantity: Customers of employee served, claims processed
    4. Error: Defect rate, Communication failured, Process error rate
    5. Reaction: employee satisfaction, trainee responses, turnover reason
    6. Productivity: Unit/employee, Unit cost/empl, Reject/empl
  • 114. Intangible , example
    Dimension
    1. Interpersonal skill
    • Communication
    • 115. Negotiation
    • 116. Empathy
    • 117. Team Building
    2. Leadership
    • Motivating others
    • 118. Decision Making
    • 119. Counseling
    • 120. Strategic orientation
    1 2 3 4 5
    5 = Excellent
    1 = Poor
  • 121. Linkage Business Objectives
    with Individual Performance Plan
    Corporate Objectives
    Mission,Core Values,Strategic Plan
    Performance
    Management
    System
    Functional Objectives
    Corporate objectives,Specific Mission,
    Target & purpose of department
    Participative
    Goal
    Setting
    Team Objectives
    Purpose of team
    Individual Objectives
    Job related, referring to the main activities
    areas or key task which constitute
    with individual job
  • 122. Key Success
    Factors & Critical Element
    Cultural
    Aspects
    Players
    Key
    Success
    Factors
    Communication
    System