2010 PERFORMANCE APPRAISALS @ NATIONAL LOTTERY AUTHORITY

PERFORMANCE APPRAISALS @ NLA
 INTRODUCTION:
 Performance Appraisal is one of the tools of
performance management directed at achieving
organisational goals. It is directed toward three
fundamental goals:
 Creating a measure that accurately assesses the level
of an individual's job performance
 creating an evaluation system that advances one or
more operational functions in an organization
 Helping organisations understand how well they are
performing in relation to their strategic goals and
objectives
05/08/15 1Presented by Fiifi Amissah

 What are performance Appraisal?
 A continuous process of measuring and
communicating an employees performance on
the job, based on set objectives, agreed timelines
and resources.
 It is also a regular evaluations of employees
performance at work (giving feedback of
employees performance).
 It is the process of obtaining, analyzing and
recording information about the relative worth of
an employee and the performance relating to
his/her job.
 Performance appraisal is the systematic, periodic
and an impartial rating of an employee’s
excellence in the matters pertaining to his present
job and his potential for a better job

 Why Performance Appraisal:
 Performance Measurement serve to reduce
the complex nature of National lottery
Authority’s performance to a small number of
key indicators in order to make it more
digestible for use.
 Helps to communicate organizational
standards to employees,
 Learning and Improving employees
capabilities to equip our employees with the
information needed in making better informed
decisions that lead to improvements
 Aid in identifying employees who require
training and other development activities
 Aid in rewarding good performers,

 Why Performance Appraisal:
 Reporting externally and demonstrating
compliance to external stakeholders and to
comply with external reporting regulations and
information requests
 Controlling and monitoring people in a top-
down command-and-control fashion, to guide
and control people’s behaviours and actions.
Here, measures are used to set goals or rules,
to objectively access the achievement of
these goals, and to provide feedback on any
unwanted variance between achievements
and goals. This helps eliminate variance and
improve conformity
 Enhance employee performance in areas of
selection, placement and retention decisions.

 Who does the Appraising?
 Appraisal could be done by:
 supervisors/managers,
 Peers/colleagues,
 Subordinate/juniors,
 Customers/clients,
 a combination of any of these.
 In the case of NLA, appraisals are
conducted by supervisors

 Objectives of Performance Appraisal?
 To review the performance of the employees
over a given period of time by providing
feedback to the employees regarding their
past performance.
 To judge the gap between the actual and
the desired performance by providing clarity
of the expectations and responsibilities of the
functions to be performed by the
employees.
 Helps to strengthen the relationship and
communication between superior –
subordinates and management – employees
in reducing the grievances of the
employees.

 Objectives of Performance Appraisal?
 To diagnose the strengths and weaknesses of
the individuals so as to identify the training and
development needs of the future.
 Provide information to assist in personal
decisions taking in the organization.
 To help the management in exercising
organizational control.
 To judge the effectiveness of the other human
resource functions of the organization such as
recruitment, selection, training and
development.

 Effects of Performance Appraisal
 Motivation and Satisfaction
 Training and Development
 Recruitment and Induction

 Performance appraisal can have a
profound effect on levels of employee
motivation and satisfaction - for better as
well as for worse
 Performance appraisal provides employees
with recognition for their work efforts. The
power of social recognition as an incentive
has been long noted. In fact, there is
evidence that human beings will even
prefer negative recognition in preference to
no recognition at all.

 If nothing else, the existence of an appraisal
program indicates to an employee that the
organization is genuinely interested in their
individual performance and development. This
alone can have a positive influence on the
individual's sense of worth, commitment and
belonging.
 The strength and prevalence of this natural
human desire for individual recognition should
not be overlooked. Absenteeism and turnover
rates in some organizations might be greatly
reduced if more attention were paid to regular
performance appraisal, at least, as a good
start.

 Performance appraisal offers an excellent
opportunity - perhaps the best that will
ever occur - for a supervisor and
subordinate to recognize and agree upon
individual training and development
needs.
 During the discussion of an employee's
work performance, the presence or
absence of work skills can become very
obvious - even to those who habitually
reject the idea of training for them!

 Performance appraisal can make the need
for training more pressing and relevant by
linking it clearly to performance outcomes
and future career aspirations.
 From the point of view of the organization as
a whole, consolidated appraisal data can
form a picture of the overall demand for
training. This data may be analysed by
variables such as functions, department,
etc. In this respect, performance appraisal
can provide a regular and efficient training
needs audit for the entire organization

 Recruitment and Induction
 Appraisal data can be used to monitor the
success and effectiveness of the organization's
recruitment, selection, induction and placement
practices and strategies, under the assumption
that cumulative individual performance will
influence organisational performance

 Process of Performance Appraisal
 The process of performance appraisal is
the setting up of the standards which will
be used to as the base to compare the
actual performance of the employees.
 This step requires setting the criteria to
judge the performance of the employees
as successful or unsuccessful and the
degrees of their contribution to the
organizational goals and objectives.
 The standards set should be clear, easily
understandable and in measurable terms.
In case the performance of the employee
cannot be measured, great care should
be taken to describe the standards.

 Process of Performance Appraisal:
 Communicating the standards;
• It is the responsibility of the management to
communicate the standards to all the
employees of the organization.
 Measuring the Actual Performance;
• The most difficult part of the Performance
appraisal process is measuring the actual
performance of the employees, that is, the
work done by the employees during the
specified period of time.
• It is a continuous process which involves
monitoring the performance throughout the
period

 Process of Performance Appraisal:
 Measuring the Actual Performance;
• The actual performance is compared with the desired
or the standard performance. The comparison tells the
deviations in the performance of the employees from
the standards set.
• The result of the appraisal is communicated and
discussed with the employees on one-to-one basis.
The focus of this discussion is on communication and
listening. The results, the problems and the possible
solutions are discussed with the aim of problem solving
and reaching consensus.
• The last step of the process is to take decisions which
can be taken either to improve the performance of
the employees, take the required corrective actions,
or the related HR decisions like rewards, promotions,
demotions, transfers etc

 Conducting Performance Appraisal
 Five key elements of performance appraisal
 Measurement – assessing performance
against agreed targets and objectives.
 Feedback – providing information to the
individual on their performance and progress.
 Positive reinforcement – emphasising what
has been done well and making only
constructive criticism about what might be
improved.

 Conducting Performance Appraisal
 Five key elements of performance appraisal
 Exchange of views – a frank exchange of
views about what has happened, how
appraisees can improve their performance,
the support they need from their managers to
achieve this and their aspirations for their
future career.
 Agreement – jointly coming to an
understanding by all parties about what
needs to be done to improve performance
generally and overcome any issues raised in
the course of the discussion

END OF PART 1

 Preparing for the meeting: - Appraiser
 Consider how well the individual has performed since
the last meeting.
 Consider to what extent any agreed development
plans from the last meeting have been implemented.
 Think about the feedback to be given at the meeting
and the evidence that will be used to support it.
 Review the factors that have affected performance
both those within and outside the individual’s control.
 Consider the points for discussion on the possible
actions that can be taken by both parties to develop
or improve performance.
 Consider possible directions the individual’s career
might take.
 Consider possible objectives for the next review period

 Preparing for the meeting: - Appraisee
 What they have achieved during the review
period, with examples and evidence.
 Any examples of objectives not achieved with
explanations.
 What they most enjoy about the job and how
they might want to develop the role.
 Any aspect of the work in which improvement is
required and how this might be achieved.
 Their learning and development needs with
arguments to support their case for specific
training.
 What level of support and guidance they require
from their manager.
 Their aspirations for the future both in the current
role and in possible future roles.
 Objectives for the next review period

 Preparing for the meeting:
 Good and Bad Appraisal practices:
 A good and constructive appraisal meeting is one in
which;
 appraisees do most of the talking
 appraisers listen actively to what they say
 there is scope for reflection and analysis
 performance is analysed and not personality
 the whole period is reviewed and not just recent or
isolated events
 achievement is recognised and reinforced
 ends positively with agreed action plans.
But a bad meeting;
 focuses on a catalogue of failures and omissions
 is controlled by the appraiser
 ends with disagreement between appraiser and
appraisee05/08/15 22Presented by Fiifi Amissah

 NLA Performance Appraisal
System:
 This appraisal form is designed to be
interactive and to be conducted by
the supervisor and the subordinate
 It is interactive so as to manage
conflicts regarding comments and
scoring before it is presented
 The appraisal is in three stages:
 A – Employee Details,
 B – Performance Measurement by
Employee and Supervisor
 C - Employee strength, weaknesses
and Training & Improvement
recommendations/Plans)

 NLA MBO System:
 Section A is to be filled by the
employee.
 It is about the employee, his/her
details at NLA and a brief
description of the job function.
 Section B labeled appraisal by
employee, supervisor & HRM will be
filled by the employee and the
supervisor.
 Section B has 5 subsections on our
set targets(KPI), our job descriptions,
performance mastery, our
leadership and behavioural
attributes.

 NLA MBO System:
 The final scores from these boxes
will be entered in the section
labeled “Performance Summary”.
 The maximum score (target) for
each box is indicated in each
Sections
 Section C lists any key areas of
strength or areas requiring
improvement if any and
training/improvement plan
required.
 It also verify from the supervisors
whether the employee merits
promotion and to what level.

 NLA MBO System:
 The section labeled “Performance
Summary (to be filled by the HR
department)” should be left for the
HR department.
 It is a summary of the entire
appraisal to indicate the rating for
the whole process
 There are 5 ratings/results as below:
GRADE RATINGS
 Excellent 85 – 100
 Outstanding 70 - 84.9
 Good 55 - 69.9
 Satisfactory 45.1 - 54.9
 Unsatisfactory <45

 Effect of Performance Appraisal –
Organisation.
 A structured means of identifying,
assessing and reviewing potentials for
developmental needs and succession
planning
 Up-to-date information regarding the
expectations and aspirations of
employees
 Information on which to base
decisions about promotions, salary
review, training needs and motivation
on
 Updating of employee records
(achievements, new competencies
etc)
 Facilitate communication in the
organisation

 Effect of Performance Appraisal
– Subordinates
 Gain better understanding of their
roles
 Understanding more clearly how and
where they fit in the organisation
Getting an insight into how their
performance is perceived
 Improving understanding of their
strengths and weaknesses and
developmental needs and ways to
improving
 Providing an opportunity to discuss
and clarify developmental and
training needs and discuss career
direction and prospects
 Understanding and agreeing their
objectives for the next year.

 Effect of Performance Appraisal –
Supervisors
 Helps them feel more honest with
subordinates and confident about
themselves
 Helps them manage the productivity
process according to management
objectives
 Helps in deciding on career growth of
subordinates and colleagues
 Helps them in taking decision on
reviews of subordinates’ promotion
and grading
 Helps them in choosing successors

 Medase
 Akpe na mawu
 Danke
 Merci
 Thank you

2010 PERFORMANCE APPRAISALS @ NATIONAL LOTTERY AUTHORITY

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