Performance Appraisal 169

8/8/2019 Performance Appraisal 169

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PERFORMANCE APPRAISALSYSTEM


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Scope of Discussion

Objectives & Strategies

Employees must be working in the samedirection.

Performance and objectives andresponsibilities must be consistent with

the goals and objectives of the company Employees job content, position

description, job responsibilities &competencies


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Focus on the How work getsaccomplished

Goes beyond technical skills intobehavioral components (not justactivities)

Opens up multi-career paths

Recognizes different value withindifferent levels of the organization

Still includes an element of work directed


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Competencies Definition

A combination of observable and applied skills,knowledge and behaviors that is important forthe success of the organization, personalperformance, and enhanced contribution


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Identifying Job

Competencies

Refer to Job Description for each position Coordinates with the designated

supervisor/managers of the employee on howhe/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 thePerformance Appraisal


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Knowledge

Role Task Related/BusinessKnowledge

Essential to add value to the business

(differentiators)


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Skills

Role Task Related Essential to perform assigned roles


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Behaviours

Underlying attributes that cause peopleto behave in certain ways.

Motives, Personal Style, Traits andAttitudes

Essential to qualify and function in theorganization


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1stPHASE - PERFORMANCEMANAGEMENT PLAN

This phase shall establish essential link betweendepartment goals and objectives and individualperformance expectations.

By having the same direction the employee will befocused on doing the right things.


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Establish PerformanceObjectives

Specific desired end result or output Jointly established by the Immediate

Head and employee

Participatory Approach employee willbe more motivated to work toward theobjectives


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Effective Objectives

Consistent and should supportorganizations mission, goals andobjectives.

Focus on the critical tasks and

assignments

Reflect the more important jobresponsibilities.


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Specific in stating output and timing

expected Realistic and attainable within the scope

of control of the employee


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Development of Objectives3 Criteria May Be Used:

Quantity How quickly or in what timeframe the How much is produced?

Timeliness task is completed?

Quality How effectively the work isperformed?Critical to define and clarify;Expectations and parameters of what

constitutes quality in performance.


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5 Dimensions of Quality

1. Reliability ability to provide what waspromised, dependability and accurately.

2.

Assurance knowledge and courtesy,ability to convey trust and confidence

3. Tangible physical facilities andappearance

4. Empathy degree of caring andattention provided

5. Responsiveness willingness to helpand provide prompt service.


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Type of Objectives

1. Maintenance Desire to maintain

performance in a critical responsibility area at acurrently acceptable or more than acceptablelevel. Legally mandate performance.

2. Problem Solving or Improvementconditions or performance levels are not at the

desired level. Objectives need to be solve anindividual or organizational problem that ishampering the performance. Change inperformance.

ex. Increase on expected output


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3. Innovative aimed at developingbetter or more efficient methods of

fulfilling certain objectives or jobresponsibilities. It might address theneed for a feasibility study, new manualor systems, training or personnel

programs.


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PERFORMANCE

APPRAISAL SYSTEM

A Process that enhances performance,

personal growth and company

productivity


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Performance ManagementAn 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 appropriateperformance standards

Giving and receiving feedback about

performance


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Writing and communicating constructive

performance appraisals

Planning education and development

opportunities to sustain, improve or build

on employee work performance.


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DEFINITION O

FTE

RMS


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Employee

The person whose performance ismanaged.


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Performance Standards

Standards of performance are writtenstatements describing how wella job

should be performed.


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Performance Appraisal

Performance appraisal is a process ofassessing, summarizing, and developing

the work performance of an employee.


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Human Resources

Department

The Human Resources department

within the company.


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Designated Supervisor

A performance manager who is officiallyrecognized as a supervisor by the

company


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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 meritor promotional increases

Identifies training and development needs


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Provides individual recognition

Helps identify employees special skills,

abilities and interests


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Objectives PerformanceAppraisal to each Function

Executives

It should focus on organizational energy

on the attainment of strategic business

objectives.


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Human Resource Management

It should give HR Personnel powerful

ammunition in the event a personnel

action is challenged.


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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.


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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.


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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.


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Methods of Appraising

Rating provides a very defineddescription of performance a

descriptive word or phrase or a number.

It is easy to communicate to employees

and use in personnel decision making.


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Essay provides a very individualized

description of performance incorporating

real life examples and expectations thatprovide the groundwork for

communicating positive and negative

feedback. It is also important in the

event a rating is challenged.


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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 employeeinvolved:


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1. Schedule a mutually convenient time andplace for the performance appraisal

discussion. Allow enough time and ensure

privacy.

2. Explain that you would like the discussion to

be a dialog, with input from both of you

included in the final written document.

3. 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


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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?


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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


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6. Consider the question, What can I do to helpthe employee do the job better and achievedevelopmental goals?


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3rd PHASE - Conducting theAppraisal Discussion

Continue the momentum you haveestablished throughout the year with your

ongoing dialog about performance. You

want to set the tone for an open and

productive discussion. Here are somesteps you can take to make it as

successful as possible:


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Create a supportive environment by statingclearly the purpose of the discussion. Be asnon-threatening and open as possible since theemployee may be tense or uncomfortable.

Discuss key areas of responsibility and giveexamples of specific results. Have the employeego first, based on the self-appraisal or thequestions you provided in advance. Ask lots ofquestions 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 theemployee's explanations.


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Ask your employee for help in resolving problems. Focus on

future performance and be sure the employee takesresponsibility 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.


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The Final Appraisal Document

Record the results of your discussion on theperformance 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 inthe employee's departmental personnel file.

Documents

Performance Appraisal 169