Performance Appraisal – An Objective Look


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Performance Appraisal – An Objective Look

  1. 1. PERFORMANCE APPRAISAL ‘AN OBJECTIVE LOOK’ Quantum leap Learning, Bangalore 080-41663430 [email_address]
  2. 2. Objectives of the Workshop <ul><li>Ensure the maximum effectiveness of the process </li></ul><ul><li>Importance and the implications of the Performance appraisal to the organizations </li></ul><ul><li>Methods to be followed, the principles and the processes of the appraisal, how to maintain objectivity in the appraisal, Responding to employee reactions, Observing and measuring performance, Structuring the interview with the focus on improving performance. </li></ul><ul><li>. </li></ul>
  4. 4. Management by Objectives (MBO) <ul><li>The Principles </li></ul><ul><li>Everybody within the organization Should have a clear understanding of the aims, or objectives, of that organization, as well as awareness of their own roles and responsibilities in achieving those aims. </li></ul><ul><li>MBO creates Empowerment that recognizes &quot;the demise&quot; of the command-and-control system, but remains a term of power and rank. </li></ul>
  5. 5. <ul><li>&quot;MBO is one of the rational school of management's successful products.&quot; </li></ul><ul><li>– The Economist </li></ul>
  6. 6. Critical questions in MBO <ul><li>What are the appraises’ goals? </li></ul><ul><li>What specific objectives must they meet in the next week, month, quarter, year? </li></ul><ul><li>How will you measure success towards their goals and what feedback do you have to check their results against their goals? </li></ul><ul><li>How will you know that they've achieved your goals? </li></ul><ul><li>What do they have to do to achieve your goals? </li></ul><ul><li>What performance standards must they reach? </li></ul><ul><li>Are you linking their individual goals to those of your company? </li></ul>
  7. 7. Defining the objectives in an MBO <ul><li>An objective is a specific step, a milestone, which enables you to accomplish a goal </li></ul><ul><ul><li>The objectives must be: </li></ul></ul><ul><ul><li>Be specific </li></ul></ul><ul><ul><li>Be measurable </li></ul></ul><ul><ul><li>Be Agreeable </li></ul></ul><ul><ul><li>Be Realistic </li></ul></ul><ul><ul><li>Be time bound </li></ul></ul>
  8. 8. Performance Appraisal is… <ul><li>A Shared Responsibility </li></ul><ul><li>To Plan, Monitor And Review </li></ul><ul><li>Is an Ongoing Developmental Process </li></ul><ul><li>Is a Motivational Exercise </li></ul><ul><li>To “OBSERVE And EVALUATE An Employee In Relation To PRE-SET Performance Standards </li></ul>
  9. 9. <ul><li>Barriers to Effectiveness </li></ul><ul><li>Thinking Appraisals involve confrontation because it requires facing conflict and dealing with disagreement </li></ul><ul><li>Believing Appraisals are time- stealers </li></ul><ul><li>Lacking a systematic format which ensures that all pertinent issues are covered so that conclusions can be accurately drawn </li></ul><ul><li>Believing that Appraisals are futile because it’s your word against your employees’ </li></ul><ul><li>Jumping into Money talk </li></ul><ul><li>Absence of Regular feedback through the performance cycle </li></ul>
  10. 10. Ten more Barriers to Effectiveness <ul><li>Gut feeling (subjectiveness), Biases, Stereotyping, First impression </li></ul><ul><li>Lack of follow-up </li></ul><ul><li>Improper preparation; poor documentation </li></ul><ul><li>Attribution - tending to see poor performance more within control of the individual and superior performance as more of an influence of external factors </li></ul><ul><li>Contrast effect - contrasting one employee's accomplishments against another </li></ul><ul><li>Central tendency (forced bell curve) - expecting in any group that there will be some poor employees and some great employees </li></ul><ul><li>Recency effect: over - emphasis on recent performance </li></ul><ul><li>Inadequately defined and/or misunderstood standards/goals </li></ul><ul><li>Poor interviewer (poor environment, poor use of time, domineering, poor listener, etc. </li></ul><ul><li>Conducting an &quot;annual&quot; review (as opposed to the ongoing review) </li></ul>
  11. 11. 5 key Components of Appraisal /Review <ul><li>Planning and Preparation </li></ul><ul><li>Starting the Meeting </li></ul><ul><li>Discussion </li></ul><ul><li>Closing </li></ul><ul><li>Follow-up </li></ul>
  12. 12. Planning and Preparation <ul><li>The first step is to give the employee sufficient notification of the date of the meeting make sure that you allow sufficient time for you to rate your employees and for your employees to complete their self-appraisal </li></ul><ul><li>Note any discrepancies that exist between your ratings and the employee’s self-appraisal and prepare to answer those </li></ul><ul><li>Prepare to not only provide the ratings, but also discuss the reasons for the ratings </li></ul><ul><li>Prepare to support your reasons with actual examples that stay focused on performance-related behaviors </li></ul><ul><li>In order to be optimally prepared for the interview, select the exact words to use for introductory statements and to confront defensiveness </li></ul>
  13. 13. Planning and Preparation <ul><li>Gather: </li></ul><ul><ul><li>the job description and performance standards </li></ul></ul><ul><ul><li>goals set from the last appraisal </li></ul></ul><ul><ul><li>work rules and procedures </li></ul></ul><ul><ul><li>your documentation notes </li></ul></ul><ul><ul><li>any feedback or letters from customers/co-workers </li></ul></ul><ul><ul><li>current disciplinary memos </li></ul></ul><ul><ul><li>the previous performance appraisal </li></ul></ul><ul><li>Before filling out the appraisal form, take a moment to: </li></ul><ul><ul><li>list the main areas of responsibility </li></ul></ul><ul><ul><li>what the employee has done well </li></ul></ul><ul><ul><li>what the employee needs to improve in </li></ul></ul><ul><ul><li>what you can do to help the employee do a better job </li></ul></ul>
  14. 14. Planning and Preparation <ul><li>Remember to avoid: </li></ul><ul><ul><li>Halo Effect - tendency to overrate a favored employee, or an employee who had a prior good rating </li></ul></ul><ul><ul><li>Horns Effect - tendency to rate an employee lower than circumstances warrant </li></ul></ul><ul><ul><li>Recency Error- letting outstanding work [or unsatisfactory work] immediately prior to the evaluation offset an entire year of performance </li></ul></ul><ul><ul><li>Cookie Cutter Effect - not focusing on individual specific performance and rating all your employees, or groups of employees the same </li></ul></ul>
  15. 15. Conducting the Appraisal discussion
  16. 16. Conducting the Appraisal discussion <ul><li>The opening of the meeting should put the employee at ease as quickly as possible </li></ul><ul><li>&quot;I’d like to start by hearing you talk about your accomplishments over the last year. What things did you do that you’re really proud of?&quot; </li></ul><ul><li>&quot;Where did you feel you could have done better?” </li></ul><ul><li>“ As you try to work on that in the upcoming year, what would make it more likely for you to be successful?” </li></ul><ul><li>Using &quot;I&quot; statements, begin with something like: &quot;Now, I’d like to express to you what I was looking for and how I saw your performance.” </li></ul><ul><li>Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments. </li></ul>
  17. 17. Conducting the Appraisal discussion <ul><li>Using &quot;I&quot; statements, begin with something like: &quot;Now, I’d like to express to you what I was looking for and how I saw your performance.” </li></ul><ul><li>Provide feedback about the employee’s performance, using specific examples. In many cases the employee will have already said something about this area in the first part of the meeting. It is important that you relate your comments back to the employee’s comments. </li></ul><ul><li>Promote and encourage dialog, if there is no verbal communication, distrust and resentment may emerge </li></ul><ul><li>You should recognize the dynamics and retain control of the meeting </li></ul>
  18. 18. Conducting the Appraisal discussion <ul><li>Do not be drawn into discussions concerning other behaviors and other employees </li></ul><ul><li>The discussion of future performance is very important for summarizing the evaluation aspect and helping both of you close the meeting in a positive fashion </li></ul><ul><li>Ask open-ended questions. </li></ul><ul><li>Match your words with appropriate facial and body language </li></ul><ul><li>Paraphrase to ensure understanding </li></ul><ul><li>Emphasize points of agreement </li></ul><ul><li>Make a special effort to listen </li></ul>
  19. 19. “ Mistakes my Managers make” the Industry Experts Speak –collated data/remarks <ul><li>Spending more time on performance appraisal than performance PLANNING, or ongoing performance communication. </li></ul><ul><li>Forgetting appraisal is about improvement, not blame. </li></ul><ul><li>Thinking a rating form is an objective, impartial tool. </li></ul><ul><li>Stopping performance appraisal when a person's salary is no longer tied to the appraisals </li></ul><ul><li>Believing they are in position to accurately assess staff. </li></ul><ul><li>Canceling or postponing appraisal meetings </li></ul><ul><li>Measuring or appraising the trivial </li></ul><ul><li>Surprising employees during appraisal </li></ul>
  20. 20. Closing and follow up Spend only about 30% of the time discussing the past and 70% talking about future performance,&quot;
  21. 21. <ul><li>Identify Training and development needs based on the evaluation </li></ul><ul><li>Share the employee’s additional views/ answer questions </li></ul><ul><li>Decide on the next feedback session to follow up on the goals set </li></ul><ul><li>Ask/offer to put the details of the agreeable terms of the meeting in an email to document </li></ul><ul><li>Motivate the Employee to look ahead and charter the future course of performance </li></ul><ul><li>Thank the Employee for his/her time </li></ul>
  22. 22. <ul><li>CALL THE TRAINING AND DEVELOPMENT TEAM! </li></ul><ul><li>Sidharth Wadhwa - 9 year highly accomplished career track record, that include successfully carrying out training intervention, needs analysis and people development workshops at various levels across IT, ITes and Manufacturing Industry in India; Sidharth Wadhwa is a Certified Learning and development Manager and a Certified Psychometrics Professional. </li></ul><ul><li>Sindhu Upadhyay -Certified Behavioral Coach with over 9 years experience in conducting workshops on Leadership, EQ, Assertiveness, Managerial effectiveness, Behavioral Interviewing skills and Performance Management. She is a Post Graduate in Communication Management with certification in Applied corporate psychology. </li></ul>Quantum Leap, 54, 7th main, 10th Cross, JP Nagar-7th Phase Bangalore - 560078 Phone no: +91 9342231648/9845223842/080-41663430