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Performance Appraisal
The document provides an overview of performance appraisal processes, including methods, purposes, and common issues. It emphasizes the importance of objective evaluation, feedback, and continuous communication between employees and management. Additionally, it addresses the varying perceptions of different generations in the workforce and their expectations regarding appraisals.
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Performance Appraisal
- 1. Performance Appraisal Seta A.Wicaksana Founder and CEO www.humanikaconsulting.com
- 2. Seta A. Wicaksana 081119 53 43 wicaksana@humanikaconsulting.com • Managing Director of Humanika Amanah Indonesia – Humanika Consulting • Managing Director of Humanika Bisnis Digital – hipotest.com • Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS) Dewan Pengawas BPJS Ketenagakerjaan • Wakil Dekan II dan Dosen Tetap Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku ―SOBAT‖ Elexmedia Gramedia 2016 • Organizational Development Expertise • Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi di hipotest.com • Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Mathematics: Cryptology sekolah ikatan dinas Sandi Negara
- 3. The process bywhich an employee’s contribution to the organization during a specified period of time is assessed. Lets employees know how well they have performed in comparison with the standards of the organization Performance Feedback Performance Appraisal
- 4. A GOOD APPRAISALSYSTEM Criteria • Validity • Reliability • Freedom from bias: errors • Practicality
- 5. Who Performs theAppraisal? • Immediate Supervisor • Higher Management • Self-Appraisals • Peers (Co-Workers) • Evaluation Teams • Customers • ―360° Appraisals‖
- 6. Supervisor Appraisal Performance appraisaldone by an employee’s manager and often reviewed by a manager one level higher.
- 7. Self-Appraisal Performance appraisal doneby the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance review.
- 8. Subordinate Appraisal Performance appraisalof a superior by an employee, which is more appropriate for developmental than for administrative purposes.
- 9. Peer Appraisal Performance appraisaldone by one’s fellow employees, generally on forms that are complied into a single profile for use in the performance interview conducted by the employee’s manager.
- 10. Team Appraisal Performance appraisal, basedon TQM concepts, that recognizes team accomplishment rather than individual performance.
- 11. The 360º AppraisalInterview Individual Staff Self-Assessment Supervisor Other Superiors Peers Teams Sub-Ordinates Teams Customers Other Superiors
- 12. STRATEGIC IMPORTANCE • Consistencybetween job behavior and – Organizational strategy – Organization values • Performance Management as an – Employee development tool – Administrative tool
- 13. Types of Performanceto Measure 3 Types of Methods • Trait based • Behavior based • Results based Measurement Methods • Objective – Production – Dollar Sales – Performance Tests • Subjective – Comparative Procedures – Ranking – Forced Distribution
- 14. Trait Methods Graphic Rating Scale MixedStandard Scale Essay Forced-Choice Common Trait Methods of Appraisal
- 15. Behavioral Methods Critical Incidents Behavioral Checklist Behaviorally AnchoredRating Scale (BARS) Behavior Observation Scales Common Behavioral Appraisal Methods
- 16. PA and otherHRM Functions Recruitment Selection Training & Development Compensation Labor Relations PA
- 17. Reasons for Appraisals •Compensation "Pay for Performance" • Job Performance Improvements • Feedback to Subordinates • Documentation for Decisions • Goal Setting - Later Evaluation • Promotion Decisions • Identify Training Needs • HR Planning
- 18. Primary Uses ofPerformance Appraisals Small Organizations Large Organizations All Organizations Compensation 80.2% 66.7% 74.9% Performance improvement 46.3% 53.3% 48.4% Feedback 40.3% 40.6% 40.4% Documentation 29.0% 32.2% 30.2% Promotion 26.1% 22.8% 24.8% Training 5.1% 9.4% 7.3% Transfer 8.1% 6.1% 7.3% Discharge 4.9% 6.7% 5.6% Layoff 2.1% 2.8% 2.4% Personnel research 1.8% 2.8% 2.2% Manpower planning 0.7% 2.8% 1.5%
- 19. Why PA MayFail Unclear Language Mgr not taking PA seriously Mgr not prepared No on- going feedback Mgr not honest or sincere Ineffective discussion Lack appraisal skills Mgr Lacks Infor. Insuff. Rewards
- 20. Common Problems • Failureto prepare for the interview • Failure to listen (80-20 ratio) • Failure to maintain objectivity • Failure to provide feedback—positive and/or corrective • Failure to follow-up • Failure to document performance – both good and bad
- 21. Common Problems • Misusingthe performance evaluation process to address a disciplinary problem • Element of surprise • Relying on impressions/rumors, rather than facts • Inconsistent application of performance evaluation criteria • Interpersonal issues • Holding employees responsible for events/problems beyond their control
- 22. Common Rater Biases •Halo/horns effect • Contrast effect • First impressions • Similar-to-me effect • Negative and positive leniency tendency • Spillover effect • Recency effect
- 23. Rating Errors Example Halo JobRating Scale EXCELLENT on all factors Leniency Job Rating Scale Employee A EXCELLENT Job Rating Scale Employee B EXCELLENT Job Rating Scale Employee C SUPERIOR Job Rating Scale Employee D EXCELLENT Central Tendency Job Rating Scale Employee A AVERAGE Job Rating Scale Employee B AVERAGE Job Rating Scale Employee C AVERAGE Job Rating Scale Employee D AVERAGE Recency Bias Job rating scale behavior during the last month has been POOR.
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- 26. The Personnel-Management Cycle JobDescription Ongoing Feedback and Training The Performance Appraisal
- 27. How is YourPersonnel-Management Cycle? • Do you have accurate and current job descriptions for all of your employees? • Do your employees have the resources, training and information they need? • Are you aware of problems that your employees have right now, for which they need help? • Are you giving regular informal feedback?
- 28. Performance Appraisal Process Step1: Prepare for the Meeting Step 2: Conduct the Meeting Step 3: Follow-up
- 29. Prepare for theMeeting • Review the job description to make sure it is accurate and current • Gather and review any documentation • Complete the performance appraisal form or narrative for the employee • Review your appraisal to be sure it is objective • Give the employee at least a week’s notice
- 30. Conduct the Meeting •Control the environment; avoid an atmosphere of stress • State the purpose of the discussion • Allow the employee to give their assessment of their performance • Provide your own review of the employee’s performance • Position criticisms as areas for improvement
- 31. Conduct the Meeting •Give specific examples of strengths and areas for improvement • Ask open-ended questions • Be calm and objective; don’t blame or attack • Focus on the performance, not the person • Listen • Set specific goals and timelines; action plan • Close the discussion
- 32. Avoid Discriminatory Behavior •Avoid favoritism • Base the appraisal on job- related criteria • Base judgments on factual data instead of general impressions • Give all employees a clear understanding of their performance standards • Maintain good, accurate documentation • Be consistent
- 33. Things to Remember •Don’t make hasty judgments. • Be aware of nonverbals – yours and the employee’s • Don’t be afraid of silence • Don’t interrupt when the employee is speaking • Use ―I‖ statements • Say what you mean
- 34. The Defensive/Hostile Employee •Don’t object to the employee’s reaction and become defensive • Use restatement to reflect his/her negative comments • Never accept abuse from an employee under any conditions • Postpone the interview • Have the employee prepare a written summary of his/her complaints
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- 36. Follow-up • Provide frequentcommunication and feedback (positive and corrective) • Maintain written records (positive and negative) • Respond promptly to requests for help • Conduct interim reviews – Review goals/action plans and timelines • Evaluate your own performance and its effect on your employees
- 37. Negative (Corrective) Feedback •Behavior: state the specific behavior that is unacceptable • Effect: Explain why the behavior is unacceptable • Expectation: Tell the employee what you expect to happen to change the behavior • Result: Let the employee know what will happen if the behavior continues or changes Source: Charles Cadwell. The Human Touch Performance Appraisal.
- 38. Positive Feedback • Behavior:What aspects of the employee’s behavior do you find valuable? • Effect: What positive effect does the performance have? • Thank You: Where can you find opportunities to use this expression more? Source: Donna Berry, Charles Cadwell, and Joe Fehrmann. 50 Activities for Coaching/Mentoring.
- 39. 4 Generations in theWorkforce Generation Years Born Numbers (in millions) Age/% of Workforce Traditionalists 1933-1945 27.9 62-73/10% Baby Boomers 1946-1964 76.7 43-61/46% Generation X 1965-1976 49.1 31-42/29% Generation Y 1977-1994 73.5 13-30/15%
- 40. UAHuntsville Today: ASnapshot Generation Number of Employees Percentage Traditionalists 195 12% Baby Boomers 806 48% Generation X 361 21% Generation Y 323 19%
- 41. Four Generations ata Glance Generation Characteristics Stereotyped as Traditionalists Hardworking & dedicated Respectful of rules and authority Conservative & traditional Old-fashioned, behind the times Rigid/Autocratic Change/Risk averse Baby Boomers Youthful self-identity Optimistic, Team Player Competitive Self-centered Unrealistic, Political Power-driven workaholic Generation X Balanced work/life Self-reliant, pragmatic Slacker, selfish Impatient, cynical Generation Y Fast pace/multitasking Fun-seeking, technologically savvy Short attention span Spoiled, disrespectful Technology dependent
- 42. Four Generations AtWork Generation Management Style Job Strength Traditionalists Chain of Command Top-down approach Stable Baby Boomers Competitive Focus on self-fulfillment rather than common goals Service oriented Team players Generation X Self-Commanding Resourceful and independent Adaptable Techno-literate Generation Y Collaborative Accustomed to having their say and making it count Multi-taskers Techno-savvy
- 43. Four Generations AtWork Generation View of Authority Feedback Traditionalists Respectful No news is good news Baby Boomers Love/hate Once a year, with documentation Generation X Unimpressed and unintimidated Interrupts and asks how they are doing Generation Y Polite At the push of a button (Online, real time)
- 44. Four Generations AtWork Generation Career Goals Rewards Traditionalists Build a legacy Satisfaction of a job well done Baby Boomers Build a stellar career Money, title, recognition, the corner office Generation X Build a portable career Freedom is the ultimate reward Generation Y Build parallel careers Work that has meaning for me
- 46. Summary • Prepare forthe appraisal discussion • Discuss employee’s dreams, goals • Set mutual goals; put them in writing • Give positive and corrective feedback • Use up-to-date job descriptions • Evaluate your performance • Involve the employee in the discussion • Be open, candid and specific • Evaluate performance—not personality • Sincerely care about your employees