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Key result areas performance appraisal

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Key result areas performance appraisal

  1. 1. Key result areas performance appraisal In this file, you can ref useful information about key result areas performance appraisal such as key result areas performance appraisal methods, key result areas performance appraisal tips, key result areas performance appraisal forms, key result areas performance appraisal phrases … If you need more assistant for key result areas performance appraisal, please leave your comment at the end of file. Other useful material for you: • • • I. Contents of getting key result areas performance appraisal ================== Performance appraisal was once the unquestioned way of conducting an annual employee evaluation, the familiar ritual in which employees and managers met to review the employee’s performance during the year. If the employees were lucky, they walked away with raises, often tied to a ranking on some sort of rigid, numerical scale. Nobody really liked the process, but in the old command-and-control style of organizational leadership, this seemed like a perfectly appropriate model for measuring performance. But today — with widespread emphasis on teamwork, shared leadership, and an ongoing struggle to find and retain qualified employees — it’s a model that is falling increasingly out of favor. Yet if companies don’t do annual performance reviews, what will take their place? More and more, organizations are turning to systems of performance management. Instead of measuring employees’ performance and pointing out where they fall short, organizations are discovering they can achieve more results by finding ways to fine-tune and improve their systems. Some of the major changes between the old appraisal system and the new performance management system are highlighted in the chart below: The easiest way to begin using a performance management system is to have all members of your organization answer the following questions:
  2. 2. 1. What are my major work priorities? This will help employees identify the “Key Result Areas” of their job. This is not a listing of everything they do, but typically 4 to 6 major contributions their supervisor/employer expects from them during the next 6 to 12 months. 2. How will I know I have accomplished those priorities? For what outcomes or products will each employee be accountable in each “Key Result Area?” This is typically the end result — something the employees will create or achieve through the work they do. 3. What will I have to do to get there? What major activities or tasks must the employees do — and by what dates — to achieve the outcome or create the product? 4. How will the work I do fit in with my organization’s strategic plan? All employees need to understand how they fit into the “Big Picture.” 5. If I need help along the way, how can I get it? What assistance, if any, will your employees need to perform the activities or tasks they have listed? Are there any professional development areas they should focus on to help them accomplish their job? After all employees have answered these questions, they should then meet with their supervisor to determine how often they should meet to discuss, monitor and recognize progress on activities, tasks, or outcomes. For the past few years, New York-based Merrill Lynch & Co., Inc. and other companies have been making the transition from a traditional performance-appraisal system to one based on the principles of performance management. At the beginning of the year, employees and managers set their objectives. Mid-year and year-end reviews follow. During the mid-year review, the manager and employee sit down to assess the objectives set at the beginning of the year. They look at the employee’s progress with an eye toward making any changes necessary to ensure the ultimate success of the plan. They also update whatever kind of personal development plan the employee may have in place. The year-end review integrates feedback from peers, assesses the employee’s progress against business objectives, and identifies the areas in which the employee needs to improve. Throughout the year, managers are encouraged to provide ongoing feedback to their employees about their performance. ================== III. Performance appraisal methods
  3. 3. 1.Ranking Method The ranking system requires the rater to rank his subordinates on overall performance. This consists in simply putting a man in a rank order. Under this method, the ranking of an employee in a work group is done against that of another employee. The relative position of each employee is tested in terms of his numerical rank. It may also be done by ranking a person on his job performance against another member of the competitive group. Advantages of Ranking Method i. Employees are ranked according to their performance levels. ii. It is easier to rank the best and the worst employee. Limitations of Ranking Method i. The “whole man” is compared with another “whole man” in this method. In practice, it is very difficult to compare individuals possessing various individual traits. ii. This method speaks only of the position where an employee stands in his group. It does not test anything about how much better or how much worse an employee is when compared to another employee. iii. When a large number of employees are working, ranking of individuals become a difficult issue. iv. There is no systematic procedure for ranking individuals in the organization. The ranking system does not eliminate the possibility of snap judgements. 2. Rating Scale Rating scales consists of several numerical scales representing job related performance criterions such as dependability, initiative, output, attendance, attitude etc. Each scales ranges from excellent to poor. The total numerical scores are computed and final conclusions are derived. Advantages – Adaptability, easy to use, low cost, every type of job can be evaluated, large number of employees covered, no formal training required. Disadvantages – Rater’s biases
  4. 4. 3. Checklist method Under this method, checklist of statements of traits of employee in the form of Yes or No based questions is prepared. Here the rater only does the reporting or checking and HR department does the actual evaluation. Advantages – economy, ease of administration, limited training required, standardization. Disadvantages – Raters biases, use of improper weighs by HR, does not allow rater to give relative ratings 4. Critical Incidents Method The approach is focused on certain critical behaviors of employee that makes all the difference in the performance. Supervisors as and when they occur record such incidents. Advantages – Evaluations are based on actual job behaviors, ratings are supported by descriptions, feedback is easy, reduces recency biases, chances of subordinate improvement are high. Disadvantages – Negative incidents can be prioritized, forgetting incidents, overly close supervision; feedback may be too much and may appear to be punishment. 5. Essay Method
  5. 5. In this method the rater writes down the employee description in detail within a number of broad categories like, overall impression of performance, promoteability of employee, existing capabilities and qualifications of performing jobs, strengths and weaknesses and training needs of the employee. Advantage – It is extremely useful in filing information gaps about the employees that often occur in a better-structured checklist. Disadvantages – It its highly dependent upon the writing skills of rater and most of them are not good writers. They may get confused success depends on the memory power of raters. 6. Behaviorally Anchored Rating Scales statements of effective and ineffective behaviors determine the points. They are said to be behaviorally anchored. The rater is supposed to say, which behavior describes the employee performance. Advantages – helps overcome rating errors. Disadvantages – Suffers from distortions inherent in most rating techniques. III. Other topics related to Key result areas performance appraisal (pdf download) • Top 28 performance appraisal forms • performance appraisal comments • 11 performance appraisal methods • 25 performance appraisal examples • performance appraisal phrases • performance appraisal process • performance appraisal template • performance appraisal system • performance appraisal answers • performance appraisal questions • performance appraisal techniques • performance appraisal format
  6. 6. • performance appraisal templates • performance appraisal questionnaire • performance appraisal software • performance appraisal tools • performance appraisal interview • performance appraisal phrases examples • performance appraisal objectives • performance appraisal policy • performance appraisal letter • performance appraisal types • performance appraisal quotes • performance appraisal articles