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Performance appraisal
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- 2. Performance Appraisalsystem is a part of ongoing management process, the purposes of which are to: Provide for systematic planning by allowing the manager to identify critical job elements & objectives. Conduct a systematic review of employees overall performance & provide constructive feedback. Provide objective information to guide management decisions on promotions etc. Establish an objective basis for determining annual performance.
- 3. Establishing PerformanceStandards Communicating Performance Standards to employees Measuring Actual Performance Comparing Actual Performance with Standards Discussing appraisal with the employees Taking Corrective Action
- 4. The followingcriteria should be followed to make the performance appraisal more effective: Make performance appraisal part of an ongoing process Look at all aspects of an employee’s performance Make specific and constructive judgments Criticize work habits & behavior, not the person Don’t let marginal employees slide Keep complete written records for all performance appraisals.
- 6. Developing BusinessPlans Establishing aspects of performance that need to be measured Setting up Systems to Monitor & Evaluate Defining the General Performance Expectations of Employees Agreements on Specific Performance Objectives Developing an Internal Communications System Ensuring that the performance Appraisal System is well understood & is working effectively Supporting employees to help them perform well Seeking Performance improvement Recognizing & Rewarding good performance
- 7. Jobs Capabilities Technical Managerial HumanConcept ual Skilled workers, operators, clerks, typist, foreman, etc. Very much essential Not needed Some desirable Some essential Not Needed First level supervisor, junior Very essential A few are desirable Some desirable Some essential Not Needed Junior & middle level manager Some important many not essential Important Some essential A few are useful
- 8. Junior & middle level manager Some important manynot essential Important Some essential A few are useful Senior managers, Head of Dept./Sec A few are desirable Very essential Many are needed Some are important Desirable Unit Heads, GM etc. A few are desirable Very essential Many are essential & important Essential Chief Executives Not needed Important Very essential Most Essential
- 9. Traditional Modern •Graphic RatingScales •Confidential Report •Straight Ranking Method •Paired Comparison Method •Forced Distribution Method •Grading System •Checklist Method •Critical Incident Method •HR Scorecard •HR Accounting •Competency Mapping •Assessment & Development Centre •360 degree Appraisal •540 degree Appraisal •Management by Objective (MOB) •Behaviorally Anchored Rating Scale (BARS)
- 11. Identifying JobFamilies Identifying Competencies Defining Competencies Strategizing Competencies Defining Measurement Scale Position Profiling Person Profiling
- 12. Development of Reward Strategy . BusinessStrategy Satisfy need and expectations of stake holders Provide added value to customers HR Stratery Define what the organization wants & is prepared to pay for encourage & support desired behavior Develop & maintain competitve pay policies which will attract & retain high quality people. Adopt a total rewards approach which includes a mix of rewards the best meets & individuals needs. Reward Strategy Obtain, develop and retain the skilled, motivated & committed people the organization needs
- 13. Reward Management Process NonFinancial Rewards Employee Benefits Market Surveys Business Reward Pay Pay Levels Total Improved Strategy Strategy Structures & relativities remuneration performance Job Evaluation Performance Pay Perfomance Employee Mangement development
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