Performance appraisal

Presented by:-,[object Object],NishaGoyal,[object Object],Rakesh Singh,[object Object],Performance Appraisal,[object Object]

Introduction,[object Object],Purpose of Performance Appraisal,[object Object],prerequisites for conducting performance Appraisal,[object Object],Basic Steps in a Performance Appraisal,[object Object],Performance Appraisal and Competitive Advantage,[object Object],Method of Appraisal,[object Object],Challenges of Performance Appraisal,[object Object],Performance Appraisal in TCS,[object Object],Contents,[object Object]

Performance Appraisal is the systematic evaluation of the individual with respect to his or her performance on the job and his or her potential for development.,[object Object],Strategic Performance Appraisal- employees evaluated by individual goals that are linked to overall organizational goals and objectives ,[object Object],Introduction,[object Object]

To effect promotions based on competence and performance.,[object Object],To confirm the services of probationary employees upon their completing the probationary period satisfactorily.,[object Object],To assess the training and development needs of employees.,[object Object],To decide upon a pay raise where (as in the unorganized sector) regular pay scales have not been fixed.,[object Object],Purpose of Performance Appraisal,[object Object]

To let the employees know where they stand .,[object Object],To improve communication.,[object Object],Finally, performance appraisal can be used to determine whether HR programmes such a selection, training, and transfers have been effective or not,[object Object],Broadly, performance appraisal serves four objectives-,[object Object], developmental uses,,[object Object],administrative uses/decisions,,[object Object],organizational maintenance/objectives, and,[object Object],documentation purposes,[object Object],Contd…..,[object Object]

Prerequisites for Effective & Successful performance Appraisal,[object Object],Documentation,[object Object],Standards / Goals,[object Object],Practical and simple format,[object Object],Evaluation technique,[object Object],Communication,[object Object],Feedback,[object Object],Personal Bias,[object Object]

Calibration meetings- managers and supervisors discuss performance ratings and come to a consensus on individual ratings ,[object Object],Reinforces perceived importance of process ,[object Object],Improves differentiation factor,[object Object],Workforce performance and learning goals identified, based on organizational objectives,[object Object],Day-to-Day feedback,[object Object],Strategic Performance Appraisal Trends,[object Object]

Manager as a ‘coach’ instead of ‘appraiser’,[object Object],Allows for future career planning and organizational goal linkage ,[object Object],Changing the employee perception of performance management,[object Object],Help employees set appropriate goals,[object Object],Contd…,[object Object]

A manager performs the appraisal annually, based on individual productivity stats,[object Object],The appraiser fills out a form which states the employee’s productivity and some subjective comments about behavior ,[object Object],The appraisal’s main purpose is to determine raises and promotions ,[object Object],Example of Traditional PA,[object Object]

An organization’s core values include continuous improvement of customer service. A goal is set during the PA process that involves reducing customer service complaints by 15% in the coming year. This is linked to organizational values and is measurable. ,[object Object],The manager establishes bi-monthly feedback sessions, where employees and managers have a brief one-on-one conversation regarding current performance goals and standards related to the status of the organization at that specific point in time. ,[object Object],Examples of Strategic Performance Appraisal,[object Object]

Employees set their own goals,[object Object],The core competencies are all tied into one of the five “pillars of excellence”,[object Object],Change in focus from past performance to forward-focus and goal attainment,[object Object],Employees and managers now have an ongoing ‘performance partnership’ ,[object Object],Expectations adjusted and based on global corporate demands ,[object Object],How are Organizations Using Strategic PA?,[object Object]

Conduct ongoing observations and measurements to track performance,[object Object],Exchange ongoing feedback about performance,[object Object],Conduct a performance appraisal (sometimes called performance review),[object Object],If performance meets desired performance standards, reward for performance,[object Object],Basic Steps in a Performance Appraisal,[object Object]

Performance Appraisal and Competitive Advantage,[object Object],Improving,[object Object],Performance,[object Object],Strategy and,[object Object],Behavior,[object Object],Making correct decisions,[object Object],Competitive,[object Object],Advantage,[object Object],Ensuring Legal Compliance,[object Object],Values and ,[object Object],Behavior,[object Object],Minimizing dissatisfaction and turnover,[object Object]

Method of Appraisal,[object Object],Performance Appraisal,[object Object],Traditional,[object Object],Modern,[object Object],[object Object]

Behaviorally Anchored Rating Scale

Forced Distribution,[object Object]

Four Steps in the MBO Process,[object Object],The first step is to establish the goals each subordinate is to attain.,[object Object],The second step involves setting the performance standard for the subordinates in a previously arranged time period.,[object Object],In the third step, the actual level of goal attainment is compared with the goals agreed upon.,[object Object],The final step involves establishing new goals and, possibly new strategies for goals not previously attained.,[object Object],MBO Process,[object Object]

360 Degree Appraisal,[object Object],The combination of peer, subordinate, and ,[object Object], self-review,[object Object],360 degree feedback,[object Object]

Sanctioned from the top ,[object Object],Involve employees / managers in developing appraisal criteria / process,[object Object],Train employees how to give feedback,[object Object],Inform employees of the process,[object Object],Pilot test in part of organization,[object Object],Reinforce goals of 360° appraisal ,[object Object],Revise process when necessary,[object Object],360 Degree Appraisal Process,[object Object]

Performance appraisal

Performance appraisal

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Performance appraisal