Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
In human resource management (HRM) the training and development of an employees is the major role of an organizations progress. Training and Development is very important for improving employees performance and enhance their work. So in this slide we have discus some points through which you can easily understand the purposes that how an employee be trained in an Organization.
The Student Harsha Moolani is a Final Year Student of Dezyne E' cole college doing her BBA. This Project has been undertaken by the Student during her Summer Internship at H.M.T.. The Topic of her Internship is Performance Appraisal.
A STUDY ON EFFECTIVENESS OF EMPLOYEE’S TRAINING AND DEVELOPMENT IN RANE BRAK...IAEME Publication
This paper deals with “A Study On Effectiveness Of Employee’s Training And Development In Rane Brake Lining Limited, Viralimalai, Trichy” Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, behavior etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc. Employee training is important sub-system of Human Resource Development. Employee training is specialized function and is one of the fundamental operative functions for human resource management. Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation.
Training Program & its Effectiveness in Customer Service of GrameenphoneShaiful Islam (Shawn)
Did my Best to make it informative. Though I was working in an organization, I could complete my internship there. But I took Project to have the taste of everything. I need your feedback on this report to judge myself as I got very poor grade from my Supervisor.
Thanks.
In human resource management (HRM) the training and development of an employees is the major role of an organizations progress. Training and Development is very important for improving employees performance and enhance their work. So in this slide we have discus some points through which you can easily understand the purposes that how an employee be trained in an Organization.
The Student Harsha Moolani is a Final Year Student of Dezyne E' cole college doing her BBA. This Project has been undertaken by the Student during her Summer Internship at H.M.T.. The Topic of her Internship is Performance Appraisal.
A STUDY ON EFFECTIVENESS OF EMPLOYEE’S TRAINING AND DEVELOPMENT IN RANE BRAK...IAEME Publication
This paper deals with “A Study On Effectiveness Of Employee’s Training And Development In Rane Brake Lining Limited, Viralimalai, Trichy” Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, behavior etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc. Employee training is important sub-system of Human Resource Development. Employee training is specialized function and is one of the fundamental operative functions for human resource management. Training is the art of increasing the knowledge for doing a particular job. Training is a planned process to modify the attitude, knowledge skill, etc. Through learning to acquire effective performance on activity on range of activities like investment in plant, machinery, and equipment etc., an organization improves its effectiveness to a large extent by investing in its HR for developing their skill, efficiency and motivation.
Training Program & its Effectiveness in Customer Service of GrameenphoneShaiful Islam (Shawn)
Did my Best to make it informative. Though I was working in an organization, I could complete my internship there. But I took Project to have the taste of everything. I need your feedback on this report to judge myself as I got very poor grade from my Supervisor.
Thanks.
This presentation was prepared by me for Annual General Meeting in my previous Company. It was presented in front of M.D and D.G.M of company, to give insight into performance of HR Department during the calendar year.
It describes the innovative efforts taken by the Department and overall performance achieved by the Department during year of consideration.
Some information is hidden purposefully to follow business Ethics and to keep confidentiality.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
This presentation was prepared by me for Annual General Meeting in my previous Company. It was presented in front of M.D and D.G.M of company, to give insight into performance of HR Department during the calendar year.
It describes the innovative efforts taken by the Department and overall performance achieved by the Department during year of consideration.
Some information is hidden purposefully to follow business Ethics and to keep confidentiality.
Theme
Establishing performance management department in a company main features to address are:
1. Strategy Statement.
2. Process.
3. Need of the department
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
Human recourse development and performance appraisal in melsta regal finance ltdDanushka Abeyratne
Managing human resources in today’s dynamic environment is becoming more and more complex as well as important. Recognition of people as a valuable resource in the organization has led to increases trends in employee maintenance, job security, etc. Our research project deals with “Human Resources development and Performance Appraisal as carried out at Melsta Regal Finance Ltd”. In this report, we have studied & evaluated the human recourse development and performance appraisal process as it is carried out in the company.
Performance Reviews & Appraisal - Information and Training by Pathway GroupThe Pathway Group
Performance Reviews & Appraisals looks at why reviews and appraisals are important and how they should be conducted.
Pathway Group provide business management training focusing on coaching, mentoring and leadership. For more information about the courses that we offer please call: 0121 707 0550 or e-mail: info@pathwaygroup.co.uk
For more business advice please visit: www.pathway2grow.co.uk/blog
Strategic Human Resource
Management Plan
NAME OF YOUR COMPANY
Your Name
Date, 2015
AMP-434
Instructor T. Love
TABLE OF CONTENTS
Section 1 #
Introduction #
background & history #
section 2 #
corporate statements #
Mission #
Vision #
Values #
section 3 #
SWOT Analysis #
Strengths #
Weaknesses #
Opportunities #
Threats #
section 4 #
organizational strategy action plan #
SMART Goals #
section 5 #
conclusion #
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 6 Scenario: Performance Management Cycle
Type: Family Business
Size: Medium Size Company
Sector: Flower Shop
Funding: Investors/Lenders
Stakeholders:
Investors/Lenders
Decision makers:
Managers
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: temporary agency
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1963
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
page 1 / 4
customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide tra.
Synopsis On Annual General Meeting/Extra Ordinary General Meeting With Ordinary And Special Businesses And Ordinary And Special Resolutions with Companies (Postal Ballot) Regulations, 2018
In consideration of the recent amendment brought forth by S.R.O. 627(I)/2023, the Companies (General Provisions and Forms) Regulations, 2018, has been amended to include Regulation 20A. This regulation outlines the powers and limitations related to capital expenditure on any single item or dispose of a fixed asset. The amendment categorizes companies into public interest, large, medium, and small-sized, each with specific limits for capital expenditure and disposal of fixed assets. Additionally, the amendment allows for the formation of a committee, comprising at least one director, to approve expenditures within specified limits, subject to the submission of a bi-annual post facto report.
In consideration of the recent amendment brought forth by S.R.O. 627(I)/2023, the Companies (General Provisions and Forms) Regulations, 2018, has been amended to include Regulation 20A. This regulation outlines the powers and limitations related to capital expenditure on any single item or dispose of a fixed asset. The amendment categorizes companies into public interest, large, medium, and small-sized, each with specific limits for capital expenditure and disposal of fixed assets. Additionally, the amendment allows for the formation of a committee, comprising at least one director, to approve expenditures within specified limits, subject to the submission of a bi-annual post facto report.
COMPARATIVE STATEMENT OF PRIVATE LIMITED COMPANY AND A SIGLE MEMBER COMPANY IN PAKISTAN
In Pakistan Companies could be form in many ways; for running a business registered under the federal statue, there are two popular ways to incorporate a company where liabilities are limited to its shares; one way is to form a Private Limited company; other way is to form Single Member Company and both are convertible into other kind (upward or downward as case may be) referring to Section 47 of the Companies Act, 2017 hereafter called as Act;
Overview of Regulation “the Unlisted Companies (Buy-Back of Shares) Regulations, 2022 under Companies Act, 2017 ; Securities and Exchange Commission of Pakistan (SECP)
NO. FJ2 (49)/2021-LEGIS) THE LEGISLATION WAS RECEIVED ON DECEMBER 1, 2021 AFTER BEEN APPROVED BY THE PARLIAMENT HEREAFTER PROMULGATED ON DECEMBER 04, 2021 CALLED AS THE COMPANIES (AMENDMENT) ACT, 2021.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
International Workshop on Artificial Intelligence in Software Testing
Performance management department (Importance)
1. Submitted to
Respected Faculty Amin Changan
Prepared by
Syed Muhammad Humza Hussain Roll No. 12544
Course Title
Human Resource Management
Topic
Performance management
Dated
August 7, 2018
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2. Table of Contents
ABSTRACT ............................................................................................................4
INTRODUCTION TO PERFORMANCE MANAGEMENT................................4
COMPANY PROFILE............................................................................................5
Mission ....................................................................................................................5
Vision.......................................................................................................................5
STRATEGY STATEMENT.....................................6
Detailed Strategy:...............................................................................................6
PERFORMANCE MANAGEMENT
PROCESS............................................................................................6
PLAN.......................................................................................................................7
Determining the major duties & responsibilities: ..............................................7
Planning for smart goals:....................................................................................8
Planning for performance standards: .................................................................8
Quality Standards:......................................................................................8
Quantity:.....................................................................................................9
Time restraint: ............................................................................................9
Cost effectiveness:......................................................................................9
Behavior: ....................................................................................................9
Planning for performance evaluation:..............................................................10
Appraisal strategy/Performance rating: ...................................................10
Rating Criteria..........................................................................................10
Planning for feedback: .....................................................................................10
Ongoing performance monitoring and feedback: ....................................10
Performance assessment (appraisal): .......................................................10
Planning for rewards and compensation:.........................................................11
Reward for outstanding performer:..........................................................11
Reward for above average performer: .....................................................11
Reward for average performer: ................................................................11
2 | P a g e
3. Reward for below average performer: .....................................................11
COACH .................................................................................................................11
Provide feedback:.............................................................................................11
Positive Feedback:....................................................................................11
Constructive Feedback:............................................................................12
Consent action plan with employee: ................................................................12
Mentor the employee:.......................................................................................12
EVALUATE/APPRAISAL...................................................................................12
NEED OF DEPARTMENT...................................17
References .............................................................................................................17
3 | P a g e
4. ABSTRACT
This report is written on the basis on the observation has been carried out on recently
established Fast-Moving Consumer Goods (FMCG) company named as TastyFoods
Industries (Pvt) Limited. In this subject we put a glance on the performance of this company
in every department (Finance, Hunan Resource, Procurement, Production, Warehouse,
Marketing, Sales, Logistics, Accounts and Legal). We have gathered every department
objective, procedures and techniques which they have adopted to accomplish their goal and
compare it with the Company’s Vision and Goals. We have observed that there are some
departments where performances are not aligned with the company’s goals that’s why designed
a yardstick to measure the performance as per the requirement of the company. We also
addressed individual goals of every employee associated with the company &design a
performance level which needed to be meet for betterment of both the company and the
individual as well.
INTRODUCTION TO PERFORMANCE MANAGEMENT
Performance is the ability of a person or entity to do a work it could be above average, average
or below averagewhen we measure iton some grounds, for an organization performance
management is a yardstick which an organization makes for the accountability its employee’s
contribution in the organizational goals. The performances that are aligned with the company’s
goals are considered to satisfactory or dissatisfactory in case of nonaligned.
Since all businesses has a simple core of tradeoff so those employees who contribute
aggressively towards company’s goals are compensated &appreciated in form of incentives
both cash, noncash& promotions. Those who contribute at par level which is just needed to
grow more or just aligned at a satisfactory level to achieve organizational goals are also
appreciated but relative lower than the one which is discussed as above (outstanding
performers) and at last those whose performance are under satisfactory levelare considered to
be misfit for the organization or sometimes the department which may not be the field of their
interest. The corporate world makesway to let them understand that their performance is below
average and they should find another job through low or no increment and no appreciation.
4 | P a g e
5. COMPANY PROFILE
Tasty Industries (Private) Limited is incorporated in Security and Exchange Commission of
Pakistan CRO Karachi as on 16th
December, 2016 with registration No. 0000007, the company
has a complete support mechanism of manufacturing, marketing and distributing a large range
of value added frozen food products.
Mission
To deliver consistent taste and quality to our valued customers by using the purest
ingredients and technology.
Be dedicated to a continuous improvement through alliance with international companies.
To promote professionalism at all levels through education, training & development of
human resources.
Vision
Times are changing and the modern man continuously struggles to find more time for
himself. People crave for convenience in life and the only way to make more time is by
cutting down on time consuming jobs like cooking, house cleaning etc. A company that
believes in quick food preparations gives its customers more quality time to enjoy life and
great tasting food.
To produce locally and expand globally.
To make our brands an essential part of every household.
To maintain the highest standards in frozen food products and take advantage of being
pioneer in the frozen food market as well as research and development.
5 | P a g e
6. STRATEGY STATEMENT
“There isalways room for improvements. We design process which contribute towards
continuous improvement for the company’s growth and also provide a career path for
ambitious employees”
Detailed Strategy:
1. Identify the major department of the company.
2. The desired performances of departments which are aligned with the company’s
performance.
3. The desired performance level of individual in different departments.
4. Performance measuring tool.
5. The keys people who will monitor their department performance.
6. Appreciation for outstanding performers
7. Addressing below average performers.
PERFORMANCE MANAGEMENT
PROCESS
Performance management is a communication process by which managers and employees
work together to plan, monitor and review an employee’s work objectives and overall
contribution to the organization. More than just an annual performance review, performance
management is the continuous process of setting objectives, assessing progress and providing
ongoing coaching and feedback to ensure that employees are meeting their objectives and
career goals.
PMP
Plan
CoachEvaluate
6 | P a g e
7. PLAN
Determining the major duties & responsibilities:
The planning phase is a collaborative effort involving both managers and employees during
which they will:
• Review the employee’s job description.
• Identify and review the relationship between the employee’s job description and his or
her work plan, organization’s goals, objectives and strategic plan.
• Develop a work plan that outlines the tasks or deliverables to be completed, the
expected results and the measures or standards that will be used to evaluate
performance.
• Identify critical areas that will be key performance objectives for the year. The choice
of areas may be determined by the organization’s strategic plan, by the employee’s
desire to improve outcomes in a certain part of his or her job or by a need to emphasize
a particular aspect of the job.
• Identify training objectives that will help the employee grow his or her skills,
knowledge and competencies related to the work.
• Identify career development objectives that can be part of longer-term career planning.
Determine
the major
duties
Setting smart
goals
Performance
standards
Evaluate the
performance
Feedback
Rewads and
appreciation
7 | P a g e
8. Planning forsmart goals:
Often, the most difficult part of the planning phase is developing clear and appropriate
language to describe performance objectives and measures or indicators of success.
Supervisors need to ensure that the performance objectives are a good representation of the full
range of duties carried out by the employee, especially everyday tasks that take time, but are
often not identified as significant accomplishments. The objectives and indicators need to be
SPECIFIC
Clearly specify the task to be done, when it must be completed, who
is to accomplish it, and how much is to be accomplished.
MEASUREABLE
Use multiple measures if possible, for example, quantity, quality,
time frame and cost. Ask questions such as: How much? How many?
How will I know when it is accomplished?
ATTAINABLE
Ensure there is a reasonable path to achievement and an excellent
chance that objectives will be accomplished.
RELEVANT
Goals should be aligned with the organization’s overall mission or
strategy. Goals measure outcomes, not activities.
TIME BASED
Set a clear time frame for achieving performance objectives/goals. In
most cases, objectives must be completed by the end of the
performance review period.
Planning for performance standards:
Standards that can evaluate the performance are the basic main tool which provide a clear
picture of the standing position of an employee. The main features of standards are mentioned
below:
QualityStandards:
Quality is the core essence of any business which builds trust and value in the mind of
customer.Quality is how well the work is performed. In food production no one can
compromise on quality until he or she is deliberately and maliciously wishing to have
quick profit and move away.
Food products have many quality checks in every stage of its production from raw
material to finished good
We focus on four M in quality check.
1. Man
2. Material
3. Machinery
4. Methodology
8 | P a g e
9. Examples:
For HR the quality refers to the mature Job analysis which brings right people for the
right post and the policies which attracts them to serve for a long period.
In procurement department it is the responsibility of procurer to ensure that the inventory
they receive are as per the quality standards or not & if found any low-quality inventory,
so should return the same immediately with a credit note.
The machinery in the factory are working at their best capacity and have negligible
waste.
The procedures that we are following are cost effective and time saving or not.
Quantity:
How much work is produces,A quantity measure can be expressed as an error rate, as
how much error is acceptable or negligible in production. How much to increase sales?
Example: The average production of our factory should be 60,000 ton per year
Time restraint:
Time is one of the most important things to standardize, the perfect time of taking riskcan
bring huge profit, at the same time if the time of taking risk is not favourable than it could
be the end of any entity. Timeline standards should be followed strictly to cover any loss
which may occur due to time barred. So, everybody should work as quickly as they can
and there is a defined limit to complete task and objectives. In our company time has to
be meets on daily bases in form of sales to lower the chances of being stock out/ out of
stock.
Cost effectiveness:
Is it not only the responsibility of the upper level management to control cost. it is also
the responsibility of middle level managers to control cost the at every stage it is the cost
which make our product less profitable so we make a system where we reward all those
employees who manage their departmental budget to its best without affecting the
quality.
Behavior:
You must have positive attitude when you are inside our organization.
There are ways the channel/hierarchy in our organization to follow for any grievances.
There are certain behaviors which are intolerance to the organization such as on job
relationship scandals, harassments, shouting on colleagues either senior or junior.
9 | P a g e
10. Planning for performance evaluation:
On the above basis we evaluate each employee and categories them as per their level of
performance.
Appraisal strategy/Performance rating:
We adopt a hybrid method of self-evaluation and competency rating, this method consists
of reward points for every task, in this pertain we categorized the whole task as:
1. Objective/Goal achievement points (Quality & Quantity) 85 points (divided in no. of task)
2. Time points (Punctuality points, Leaves points, Behavior) 5+5+5=15 points
3. Supersede point (additional points for getting 100 points) 10 Points
Rating Criteria
If you get 100 points you get 10 plus points = 110 points outstanding performer
Above 95 points are considered to be above averageperformer
Above 75pointsare considered to be average performer
Below 75 points are considered to be low rating or below averageperformer
Planning for feedback:
Ongoing performance monitoring and feedback:
It’s included in the task of every manager to monitor its subordinates and give
immediate feedback, also note&evaluate rating of performance from time to time.
Performance assessment (appraisal):
Appraisal is due after the performance year ends (normal year) and is has to be completed
within 3 months ended 31st
March so that the increment can be made in start of fiscal
year. In which the supervisor or manage evaluate the self-assessment which was made by
the employee themselves and adjust the points by putting their view upon it and justify
their rating, the employee can argue on their rating, after mutual consensus the manager
forward that to HR for final rating & rewards
The Appraisal has three part:
1. Self-Evaluation.
2. Manager endorsement or defy.
3. Final Rating by HR.
10 | P a g e
11. Planning for rewards and compensation:
Reward for outstanding performer:
Promotion for 3 year consistent supersede performance + 200% cash reward on salary
(two months’ salary) + 7 days leaves + increment (Normal + performance +Market Gap
adjustment, if any)
Reward for above average performer:
50% cash reward on salary + increment (Normal + Performance)
Reward for average performer:
25% cash reward on salary + normal increment
Reward for below average performer:
No rewards + inflationary rate increment
COACH
In coaching step, we define& explain the duties& responsibilities to every department setting
up departmental goals which are aligned with company’s goal and individual employees
through a comparison b/w the work they are currently doing and their respective JD’s, in this
pertain we conduct meetings with upper level management to lower level management and
guide them the way to do work.Monitoring day-to-day performance does not mean watching
over every aspect of how employee’s activities and tasks. Managers should not micro-manage
employees, but focus their results achievement, as well as individual behaviors.
In this pertain the employees and managers should meet regularly to:
• Assess performance on the basis of performance objective.
• Pointing out the problem or lacking which effects their performance.
• Share feedback related to progress.
• Alter in action plan which may be required for improvement.
• Determine the scale of extra support that may berequired for better performance.
Provide feedback:
Every supervisor/manager should communicate to its span over his/her performance and his or
her behavior that may affectthe objective.Feedback has to factor that are stated below.
Positive Feedback:
Appreciate good performance of the employee will increase their motivational level in
this regard ever manager can issue letter of appreciation to it prospective subordinate
mentioning the reason of appreciation. He has another platform that is employee’s
social web page where a top performer list is published every month and an
appreciation board is also placed inside the organization to paste the same list on
monthly basis.
11 | P a g e
12. Constructive Feedback:
Feedback should be descriptive, detailed and focus on the action rather than general
statements the supervisor and manager should define cause and effects of low
performance. The core purpose is to make the employee realize that where they
standnow and what is the expected performance and behavior from him.
Consent action plan with employee:
Consultation for every task is very important so that the manager will know the ability and
capacity of the employee that helps them to give as much objectives to them which he or can
easily manage. In this process a manger should do certain things which are listed below.
1. Ask employee to suggest his way to complete the objective.
2. Agree on a specific plan of action and document it.
3. Specify the consequences to the employee if performance is not up to the mark.
Mentor the employee:
1. Provide accurate and timely feedback.
2. Assess resources which can be utilized by the employee.
3. Set priorities that are aligned with the company’s goal as per their importance.
4. Recommend the changes in the work method to improve performance.
EVALUATE/APPRAISAL
After the planning, coaching and full year monitoringis complete as discuss earlier at the end
of the fiscal year date stated in the planning part we conduct the final evaluationin which
documentation is prepared and meetings are conducted where the evaluation is defended by the
employees, manager points out those factors which are lacking and affected the
performanceafter that a mutually accepted evaluation is forwarded to human resource
department for final endorsement.Only issues that have previously been discussed with the
employee should be part of the assessment documentation and meeting. This helps ensure
managers address performance issues as they arise and assures the employee there will be no
surprises during the performance assessment meeting.
In explanation to the factors of performance objects/goals achievement.The mangers have to
endorse or defy evaluation form on the basis of monitoring which they have done throughout
the year and point out the mistakes to them and manager put itscomment/ evaluation upon a
separate sheet and sent it to HR. Note that manager evaluation is open to employee as
discussed above. Employee’s self-assessment form is as under:
12 | P a g e
13. EvaluationForm -I
Employee Name: _________________________________________ Date: _______________
Job Title: ____________________________ Location: _______________________________
Supervisor's Name: ___________________________________________________________
Performance Review Period: ____________________________________________________
Employee Instructions:
Please complete and return this self-evaluation to your supervisor by [15th
May, ________].
Your thorough and timely participation in the appraisal process will help facilitate a fair and
comprehensive review of your progress and accomplishments since the last performance
review. If you have been employed by the company less than a year, substitute references to
"since the last performance appraisal/review" with "since you were hired" and answer the
questions accordingly.
1. List your most significant accomplishments or contributions since last year. How do these
achievements align with the goals/objectives outlined in your last review?
2. Since the last appraisal period, have you successfully performed any new tasks or
additional duties outside the scope of your regular responsibilities? If so, please specify.
3. What activities have you initiated, or actively participated in, to encourage camaraderie
and teamwork within your group and/or office? What was the result?
4. Describe your professional development activities since last year, such as offsite
seminars/classes (specify if self-directed or required by your supervisor), onsite training, peer
13 | P a g e
14. training, management coaching or mentoring, on-the-job experience, exposure to challenging
projects, other—please describe.
6. Identify two career goals for the coming year and indicate how you plan to accomplish
them.
7. Evaluate yourself on all factors that apply to you since your last performance appraisal, or
date of hire if employed here less than one year. If a category does not apply to you, indicate
N/A.
Rating Scale: 1 - Outstanding/Role Model 2 – Above Average
3 – Average 4 - Improvement Needed/ below average
Category Self-Rating
a. Technical Skills related to your specific job _________
b. Technical Knowledge (up-to-date on industry/discipline news, articles
and best practices)
_________
c. Quality of Work Product (comprehensive, accurate, timely, etc.) _________
d. Utilization or Productivity _________
e. Business Development _________
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15. f. Project Management Skills _________
g. Technology Skills _________
h. Time Management & Organizational Skills _________
i. Interpersonal Skills (positive attitude; ability to get along well with co-
workers/clients/vendors)
_________
j. Communication Skills—Verbal/Written (proposals/reports, letters, e-
mails, etc.)
_________
k. Innovation or Creativity _________
l. Collaboration/Teamwork
m. Mentoring Skills
_________
n. Employee Policies (knowledgeable of and compliant with company
policies and procedures)
_________
o. Leadership Skills (applies to anyone—not restricted to supervisory level
employees)
_________
p. Professionalism (punctuality, attendance; conduct; responsiveness and
follow through)
_________
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16. q. Overall _________
8. Name any other management personnel, besides your current supervisor, that you feel
should provide input toward your performance appraisal.
Thank you for taking the time to complete the Employee Self-Assessment.
Supervisors: Attach completed Self-Assessments to the Employee's
Performance Appraisal and return to HR.
The above form is not a piece of cake that an employee can write“I scored best” or just puts his
or her best work on it and hide their lacking because the employees has to defendhis/her rating
to his manager/supervisor, the use of word boss is probably the right word here. Because
he/she will prob the subordinate and refers those points which make your assessment natural.
Evaluation Form -II
Name of Employee: _____________________________________ Date: _________________
Job Title: ____________________________________ Department: _____________________
Performance Review Period: ____________________________________________________
List of objectives
given
Deadline Date Date of
Completion
Points Earns
1.
2.
3.
4.
5.
6.
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17. 7.
8. Maximum
Total Rewards points
Remarks on Performance& Behavior:
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
Signature of Employee Signature of Evaluator
Designation
NEED OF DEPARTMENT
Basic reason to establishing this department is to Identify, justify, motivate and appreciate
those incumbents whose contribution is outstanding and are credible assets for the
organization. We believe that everybody should get what they deserve.
The reason to form this department is because our target sales have decline and we have many
quality, stockout, procrastination, segregated department and individual objective issues that is
why we proposed this department to systemize and categorize the company’s performance so
that the actual/collective goal can be achieve.
References
1. Wood Hole Oceanographic Institution
(https://www.whoi.edu/HR/page.do?pid=20041)
2. STATE OF OKLAHOMA TRAINING AND DEVELOPMENT OFFICE OF
MANAGEMENT AND ENTERPRISE SERVICES HUMAN CAPITAL MANAGEMEN
(https://www.ok.gov/opm/documents/PMPHandbook.pdf)
3. Berkeley Human resources
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