1. Appraisal

2. Appraisal Procedure Evaluation
A systematic way of reviewing and assessing the performance to achieve the predetermined objectives / goals or benchmarks in a given time frame.
Assessing the characteristics, traits and performances to identify the worth/value of the appraisee.

3. Need for Appraisal
Create an opportunity to discuss professional development goals and objectives.
Establish lines of communication at all levels.
To review and document the performance.
Plan corrective actions necessary to improve
the performance.

4. Appraisal Methods Narratives Checklists Rating Scales
Ranking Comparisons
Checklists
Rating Scales
Objective Measures
Group Rank Ordering

5. Graphics Rating Scales Behaviorally Anchored Rating Scales (BARS)
Narratives
Essays
Critical Incidents
Ranking Comparisons
Alternation
Paired Comparisons
Checklists
Simple
Weighted
Rating Scales
Graphics Rating Scales
Behaviorally Anchored Rating Scales (BARS)
Behavioral Observation Scales (BOS)
Objective Measures
Human Resource Accounting Method (Quantity Produced, etc.)
Goal setting Standards (MBO, etc.)

6. Narratives
Written essays, the simplest essay method, is a written narrative assessing an assesee's strengths, weaknesses, past performance, potential, and provides recommendations for improvement.
Critical Incidents. The supervisor's attention is focused on specific or critical behaviors that separate effective from ineffective performance.

7. Ranking Comparisons
In group RANK ORDERING the supervisor places employees into a particular classification such as "top one-fifth" and "second one-fifth". If a supervisor has ten employees, only two could be in the top fifth, and two must be assigned to the bottom fifth.
In INDIVIDUAL RANKING the supervisor lists employees from highest to lowest. The difference between the top two assesee’s is assumed equivalent to the difference between the bottom two employees.
In PAIRED COMPARISON the supervisor compares each employee with every other assesee’s in the group and rates each as either superior or weaker of the pair. After all comparisons are made, each assesee’s is assigned a summary or ranking based on the number of superior scores received.

8. Checklists
Simple Checklists :Based on a list of statements the appraiser describes the job performance of the appraisee.
Weighted checklists : is a set of objectives or descriptive statements about the appraisee and his behavior.

9. Rating Scales
Graphic Rating Scale. This method lists a set of performance factors such as job knowledge, work quality, cooperation that the supervisor uses to rate employee performance using an incremental scale.
Behaviorally Anchored Rating Scales (BARS) combine elements from critical incident and graphic rating scale approaches. The supervisor rates employees according to items on a numerical scale.
Behavioral Observation Scales (BOS)

10. Objective Measures
Human resource accounting method tries to find the relative worth of the assets in the terms of money.
- The Performance appraisal of the appraisee is judged in terms of his or her cost and contribution.
Management by Objectives. MBO evaluates how well an employee has accomplished objectives determined to be critical in job performance.
This method aligns objectives with quantitative measures such as sales, profits, zero-defect units produced.

11. Step by Step guide to Appraisal
Setting Goals (A)
Setting Objectives (B)
Develop Performance Standards (C)
Follow up (D)
Rewarding Performance (E)
The Performance Evaluation Report (F)

12. A. Setting Goals
The appraiser should allow some time to create a development plan.
The appraiser should record specific goals, targets or benchmarks that the appraisee will attempt to achieve.
Both appraiser and appraisee should agree on the steps to be taken to achieve these targets,
Both should agree on how the appraisee’s progress towards these goals will be measured and set a defined timeframe for the next performance appraisal.

13. Achievement of Goals The performance indicators are marked
The assessment of actual output/performance
The assessment of behavioural and social characteristics one needs to possess
Loyalty & integrity in all times, due diligence even when unwatched or unnoticed
The gaps in the process of achievement
Assistance required by peers, seniors or management support

14. B. Setting objectives Specific Realistic Time bound Measurable
Achievable
Observable/Tangible
Performance oriented

15. Objectives of Appraisal
Build strong relationships – good working relations – spirit of collaboration
Personalization – motivation for self improvement
Accountability- Sense of belongingness
Productive communications --Feedback
Tackle road block to success and encourage working together

16. Objectives of communication
To provide adequate feedback on performance;
To clearly establish goals, i.e what is expected of the staff members in terms of performance and future work assignments;
To provide counseling and job satisfaction through open discussion on performance and
To let appraisee assess where they stand within the organization in terms of their performance.

17. Administrative objectives
To serve as a basis for promotion or demotion;
To serve as a basis for allocating incentives;
To serve as a basis for determining transfers

18. C. Develop Performance Standards
Performance standards are:
Based on the position, not the individual
Differ from institution to institution as per the requirement
Observable, meaningful, reasonable and attainable specific indicators of success

19. D. Follow up
Follow up means more than simply conducting regular formal performance reviews once a year.
If appraisers review appraisee and provide feedback as part of everyday working, both appraiser and the appraisee will learn much more about their strengths, weaknesses and how appraiser would prefer the job to be done.

20. E. Rewarding Performance
Rewarding performance means providing incentives to, and recognition of appraisee for their performance and acknowledging their contributions to the organization's mission.

21. F. The Performance Evaluation Report
Job standards, procedures and regulations.
Established goals, objectives and expectations.
Knowledge and skills to perform the job.
Job relationships and compatibility to work with seniors peers and assessors required for successful performance

22. Quality of work, including the nature and consequences of errors made during the evaluation period.
Punctuality or Absenteeism.
Commendations awarded relative to assesee’s performance.

23. What do we achieve by Appraisal ?
It is the scrutiny of performance .
Judges the gap between the actual and the desired performance.
Defines clarity of the expectations and responsibilities of the functions to be performed.
Diagnoses the training and development needs required.
Reduces the grievances if any.

24. Helps the management in exercising organizational control.
Helps to strengthen the relationship and communication between appraiser and appraisee.
Provides information to assist the management and HR in decisions like recognitions for awards , promotions, transfers salary hikes etc.

25. For an Academic Institution
Review
Assess
Perform
Develop
Plan

26. How often should appraisal take place in Educational Institutes
Specific period for FORMAL
Annually
Half Yearly
Quarterly
Specific period for INFORMAL
Regular Feedback

27. All Purpose Review All Purpose Review is an Appraisal system at
SUBODH PUBLIC SCHOOL.
to provide a comprehensive perspective of the appraisee’s performance from all associated people like superiors, peers, sub-ordinates, customers, stakeholders and appraisers.
It is effective for identifying the progress, strengths, weaknesses and overall performances.

28. All Purpose Review Student to teacher Annual Online Teacher Appraisal
Peer to Peer Annual Classroom Observation
Parent to Teacher Annual by Randomly picked parents
Student to teacher Randomly after every teaching session
Self Appraisal Annual By teachers and by Students

29. All Purpose Review
Student to Teacher
Annual Online Teacher Appraisal

30. All Purpose Review
Peer to Peer
Annual Classroom Observation

31. All Purpose Review
Parent to Teacher Annual by randomly picked Parents

32. All Purpose Review Student to Teacher
Randomly after every teaching session

33. All Purpose Review
Self Appraisal
Annual by Teachers and by Students

34. Qualities of a Good appraisal
It is Factual
It is Fair
It describes the Whole Period
It describes the Whole Job
It has no Surprises

35. HANDLING AFTER APPRAISALS A BIG CHALLENGE
Congratulate those with a descent appraisal
Motivate to instil pride and make them feel more responsible and important
Those with Not so good appraisal --- need most of your attention

36. HANDLING AFTER APPRAISALS A BIG CHALLENGE
Analyse the reasons for failure.
Understand why they went wrong
Do not let them lose their confidence and interest in work
Make them have a feel that You are always with them
Give them the opportunity to vent out their frustrations
Provide the required guidance and a chance to prove
Send an encouraging /motivating mail

37. HANDLING AFTER APPRAISALS A BIG CHALLENGE
Make them understand this phase of failure is temporary
Encourage them to work with more diligence, earnestness and in togetherness with the organisation
Such employees to be handled with a little care and patience