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Presentation on theme: "PERFORMANCE APPRAISAL SYSTEM"— Presentation transcript:


2 Scope of Discussion Objectives & Strategies
Employees must be working in the same direction. Performance and objectives and responsibilities must be consistent with the goals and objectives of the company Employee’s job content, position description, job responsibilities & competencies

3 Focus on the “How” work gets accomplished
Goes beyond technical skills into behavioral components (not just activities) Opens up multi-career paths Recognizes different value within different levels of the organization Still includes an element of work directed

4 Competencies… Definition
A combination of observable and applied skills, knowledge and behaviors that is important for the success of the organization, personal performance, and enhanced contribution

5 Identifying Job Competencies
Refer to Job Description for each position Coordinates with the designated supervisor/manager’s of the employee on how he/she performs the task or conduct their role. Identify Knowledge and Skills needed on the job. HR & Managers identifies ideal competencies for each position which shall be linked in the Performance Appraisal

6 Knowledge Role Task Related/Business Knowledge
Essential to add value to the business (differentiators)

7 Skills Role Task Related Essential to perform assigned roles

8 Behaviors Underlying attributes that cause people to behave in certain ways. Motives, Personal Style, Traits and Attitudes Essential to qualify and function in the organization

This phase shall establish essential link between department goals and objectives and individual performance expectations. “By having the same direction the employee will be focused on doing the right things.”

10 Establish Performance Objectives
Specific desired end result or output Jointly established by the Immediate Head and employee Participatory Approach – employee will be more motivated to work toward the objectives

11 Effective Objectives Consistent and should support organization’s mission, goals and objectives. Focus on the critical tasks and assignments Reflect the more important job responsibilities.

12 Specific in stating output and timing expected
Realistic and attainable within the scope of control of the employee

13 Development of Objectives 3 Criteria May Be Used:
Quantity –How quickly or in what time frame the How much is produced? Timeliness – task is completed? Quality – How effectively the work is performed?Critical to define and clarify; Expectations and parameters of what constitutes quality in performance.

14 Tangible – physical facilities and appearance
5 Dimensions of Quality Reliability – ability to provide what was promised, dependability and accurately. Assurance – knowledge and courtesy, ability to convey trust and confidence Tangible – physical facilities and appearance Empathy – degree of caring and attention provided Responsiveness – willingness to help and provide prompt service.

15 Type of Objectives Maintenance – Desire to maintain performance in a critical responsibility area at a currently acceptable or more than acceptable level. Legally mandate performance. Problem Solving or Improvement – conditions or performance levels are not at the desired level. Objectives need to be solve an individual or organizational problem that is hampering the performance. Change in performance. ex. Increase on expected output

16 3. Innovative – aimed at developing better or more efficient methods of fulfilling certain objectives or job responsibilities. It might address the need for a feasibility study, new manual or systems, training or personnel programs.

“A Process that enhances performance, personal growth and company productivity”

18 Performance Management An ongoing communication process that involves both the performance manager and the employee in: Identifying and describing essential job functions and relating them to the mission and goals of the organization Developing realistic and appropriate performance standards Giving and receiving feedback about performance      

19 Writing and communicating constructive performance appraisals
Planning education and development opportunities to sustain, improve or build on employee work performance.


21 Employee The person whose performance is managed.

22 Performance Standards
Standards of performance are written statements describing how well a job should be performed.

23 Performance Appraisal
Performance appraisal is a process of assessing, summarizing, and developing the work performance of an employee.

24 Human Resources Department
The Human Resources department within the company.

25 Designated Supervisor
A performance manager who is officially recognized as a supervisor by the company

26 Company Directive/Objective

27 Over-all Objectives of Performance Reviews
Provide basis for performance feedback Provides a place and time to discuss and agree on work responsibilities and goals. Tool to help determine salary actions as merit or promotional increases Identifies training and development needs

28 Provides individual recognition
Helps identify employee’s special skills, abilities and interests

29 Objectives Performance Appraisal to each Function
Executives It should focus on organizational energy on the attainment of strategic business objectives.

30 Human Resource Management
It should give HR Personnel powerful ammunition in the event a personnel action is challenged.

31 Team Heads/Supervisors/Managers
System should help raters to feedback their subordinates about their performance. Helps them set goals for themselves and their team members that are meaningful and important. Helps them identify and communicate the things their subordinates should do more and less of.

32 Makes it easier for the raters to explain decisions that they make which directly affect associates – promotions, reassignments, raises, assignment to training or special projects. Provides a return on their investment of time, effort and emotional energy that is well justified by results.

33 Ratee Discovers where they stand
Knows what to do to improve their performance and increase the likelihood of receiving an increase in pay (Mgt.’s discretion) Knows where to concentrate their self development efforts Knows what possible career paths may be available to them in the organization, if any.

34 Methods of Appraising Rating – provides a very defined description of performance – a descriptive word or phrase or a number. It is easy to communicate to employees and use in personnel decision making.

35 Essay – provides a very individualized description of performance incorporating real life examples and expectations that provide the groundwork for communicating positive and negative feedback. It is also important in the event a rating is challenged.

36 2nd PHASE - Preparing for the Appraisal
Both managers and the employee play an important role in creating a productive performance appraisal process. Here are some suggestions to get the employee involved:

37 Schedule a mutually convenient time and place for the performance appraisal discussion. Allow enough time and ensure privacy. Explain that you would like the discussion to be a dialog, with input from both of you included in the final written document. The employee can address accomplishments and things that could be done better. Explain that you will be doing the same and that you may exchange these documents a few hours before your meeting

38 Sample questions might be: What have been your major accomplishments?
4. Give the employee a list of questions to consider to evaluate his own performance. Sample questions might be: What have been your major accomplishments? What could you have done better? What could I do as your supervisor to help you do your job better? Would you like to see your responsibilities change? If so, how?

39 performance standards previous appraisals
5. Prepare a draft appraisal, making sure you have as much information as possible, including: job description card performance standards previous appraisals letters of commendation and/or criticism samples of work records of disciplinary action

40 6. Consider the question, What can I do to help the employee do the job better and achieve developmental goals?

41 3rd PHASE - Conducting the Appraisal Discussion
Continue the momentum you have established throughout the year with your ongoing dialog about performance. You want to set the tone for an open and productive discussion. Here are some steps you can take to make it as successful as possible:

42 Create a supportive environment by stating clearly the purpose of the discussion. Be as non-threatening and open as possible since the employee may be tense or uncomfortable. Discuss key areas of responsibility and give examples of specific results. Have the employee go first, based on the self-appraisal or the questions you provided in advance. Ask lots of questions and get clarification to make sure you understand the employee's point of view. Discuss what could have been done better. Identify your concerns and listen to the employee's explanations.

43 Conclude on a positive note, emphasizing the benefits of your dialog.
Ask your employee for help in resolving problems. Focus on future performance and be sure the employee takes responsibility for improvement. Make sure you and the employee have an understanding the same understanding of future expectations regarding performance. Give positive recognition for performance that reinforces the goals of the work unit. Discuss the employee's interests and potential new responsibilities. Discuss both of your roles in achieving new objectives while maintaining ongoing responsibilities. Conclude on a positive note, emphasizing the benefits of your dialog.

44 The Final Appraisal Document
Record the results of your discussion on the performance appraisal form. Ask the employee to sign the form, and explain that this signature acknowledges discussion of the contents, not necessarily agreement with them. Route to your manager for final signatures and placement in the employee's departmental personnel file.


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