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1. Appraisal of performance
In this file, you can ref useful information about appraisal of performance such as appraisal of
performance methods, appraisal of performance tips, appraisal of performance forms, appraisal
of performance phrases … If you need more assistant for appraisal of performance, please leave
your comment at the end of file.
Other useful material for you:
• performanceappraisal123.com/1125-free-performance-review-phrases
• performanceappraisal123.com/free-28-performance-appraisal-forms
• performanceappraisal123.com/free-ebook-11-methods-for-performance-appraisal
I. Contents of getting appraisal of performance
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Performance appraisal systems solve the review process problem—normally a formidable and
cumbersome task—by making it both efficient and effective for managers and employees. HR
often gets bogged down with the process, and managers are often untrained in delivering
effective reviews that actually impact workforce performance and help grow the business.
But there's a much bigger business impact to be had from an online performance appraisal
system than simply time savings—by centrally locating the performance appraisal information
within a formal framework, managers can more easily communicate business strategy and create
measurable goals for their employees that will support overall company objectives. This, in turn,
gives management the tools to measure individual performance throughout the organization and
identify top performers for further development and establish a pay-for-performance
compensation plan.
Create a pay-for-performance culture and retain valuable employees
It's no secret that the key to retaining your top performing employees is recognizing and
compensating them appropriately. In fact, many companies actually lose money by
overcompensating poor performers. This practice leads to an increase in corporate spending due
to the recruiting and training costs associated with new hires. In many instances, a high
employee turnover rate can be traced to disgruntled employees leaving due to what they feel are
unfair salary practices. Alternatively, when employees perceive that the system provides fair
compensation and rewards, employee engagement and retention improves.
2. Effective goal alignment and performance management lets you establish a true pay-for-
performance culture at your company by providing the foundation for closely linking reward
systems with individual and team performance, thereby allowing you to hold on to your high
performing employees.
Deploy Talent and Resources Appropriately
By using a performance appraisal system, you ensure that everyone keeps their projects on track
based upon established goals that are aligned with company goals. Additionally, management
has the tools to make informed business decisions based upon the completion or non-completion
of these recognized goals. Why waste precious human capital pursuing goals not aligned with
those of the company? This is a waste of resources that could be focused on contributions that
lead to achieving true business goals.
More than performance reviews
However, a performance appraisal system is more than simply a database for annual performance
reviews. Developing internal talent can be a significant source of savings considering external
recruitment and training can be twice as expensive as finding internal successors. Managers can
analyze their employees' skill sets within a performance appraisal system to forecast readiness
for promotion and find potential successors and design training programs to assist those
employees found with gaps in required skill sets. The information that is gathered can be
analyzed and used to make informed business decisions regarding promotions, rewards, and
succession planning for internal candidates while supporting difficult decisions when layoffs
loom during challenging economic times.
Create Best Practices
Why reinvent the wheel? Employees with similar job descriptions and, therefore, similar goals
should share best practices company-wide to improve everyone's performance in that area. For
example, when one employee has a system that works efficiently, and is considered an "expert",
others can be trained to follow those best practices and be successful.
Case Study: Kimberly-Clark
The issue:
Kimberly-Clark employs 53,000 people in 66 countries. Many of the employees have roles have
with overlapping responsibilities requiring working with various teams across the organization.
They needed a performance management system that would support an organization with
employees wearing multiple hats and working in multiple teams.
The solution:
Kimberly-Clark implemented SuccessFactors' Goal Management, Performance Management and
Succession Planning solutions globally in 18 languages.
3. The result:
90% of employees saw an improvement in goal alignment and communication within the
company.
67% of employees responded favorably when asked whether their performance appraisal
was fair and accurate.
17% increase on improved coaching.
"Everybody now sees the value of goal setting and aligning them to their division and corporate
objectives. So, now they are using the system—not just to stay in compliance, but to enter
meaningful goals and performance data—since they believe it helps them and their teams be
better at their jobs."
Feedback and Coaching
Managers need to be available and check in with their employees on a regular basis to give
feedback and / or coaching as necessary. They should be made aware of any obstacles that may
keep their employees from achieving these established goals. If there are obstacles, the manager
and employee can create a plan to overcome them, such as reviewing the skill development or
training necessary to be successful or evaluate the current available resources to identify whether
additional resources are required. Performance monitoring, feedback and coaching creates a
separate feedback loop within the larger loop which should take place more than an annual
review, allowing for changes as necessary.
Conclusion:
Whether you have 10 employees or 10,000, using a performance appraisal system put your
employees on the track to increased productivity and keep them there. With increased visibility
of company goals, employees will understand what is important to the company's bottom line
and direct their efforts to be focused on what is necessary to make your company successful.
==================
III. Performance appraisal methods
4. 1.Ranking Method
The ranking system requires the rater to rank his
subordinates on overall performance. This consists in
simply putting a man in a rank order. Under this method,
the ranking of an employee in a work group is done
against that of another employee. The relative position of
each employee is tested in terms of his numerical rank. It
may also be done by ranking a person on his job
performance against another member of the competitive
group.
Advantages of Ranking Method
i. Employees are ranked according to their performance
levels.
ii. It is easier to rank the best and the worst employee.
Limitations of Ranking Method
i. The “whole man” is compared with another “whole man”
in this method. In practice, it is very difficult to compare
individuals possessing various individual traits.
ii. This method speaks only of the position where an
employee stands in his group. It does not test anything
about how much better or how much worse an employee
is when compared to another employee.
iii. When a large number of employees are working, ranking
of individuals become a difficult issue.
iv. There is no systematic procedure for ranking individuals
in the organization. The ranking system does not eliminate
the possibility of snap judgements.
2. Rating Scale
Rating scales consists of several numerical scales
representing job related performance criterions such as
dependability, initiative, output, attendance, attitude etc.
Each scales ranges from excellent to poor. The total
numerical scores are computed and final conclusions are
derived. Advantages – Adaptability, easy to use, low cost,
every type of job can be evaluated, large number of
employees covered, no formal training required.
Disadvantages – Rater’s biases
5. 3. Checklist method
Under this method, checklist of statements of traits of
employee in the form of Yes or No based questions is
prepared. Here the rater only does the reporting or
checking and HR department does the actual evaluation.
Advantages – economy, ease of administration, limited
training required, standardization. Disadvantages – Raters
biases, use of improper weighs by HR, does not allow
rater to give relative ratings
4. Critical Incidents Method
The approach is focused on certain critical behaviors of
employee that makes all the difference in the
performance. Supervisors as and when they occur record
such incidents. Advantages – Evaluations are based on
actual job behaviors, ratings are supported by
descriptions, feedback is easy, reduces recency biases,
chances of subordinate improvement are high.
Disadvantages – Negative incidents can be prioritized,
forgetting incidents, overly close supervision; feedback
may be too much and may appear to be punishment.
5. Essay Method
6. In this method the rater writes down the employee
description in detail within a number of broad categories
like, overall impression of performance, promoteability
of employee, existing capabilities and qualifications of
performing jobs, strengths and weaknesses and training
needs of the employee. Advantage – It is extremely
useful in filing information gaps about the employees
that often occur in a better-structured checklist.
Disadvantages – It its highly dependent upon the writing
skills of rater and most of them are not good writers.
They may get confused success depends on the memory
power of raters.
6. Behaviorally Anchored Rating Scales
statements of effective and ineffective behaviors
determine the points. They are said to be
behaviorally anchored. The rater is supposed to
say, which behavior describes the employee
performance. Advantages – helps overcome rating
errors. Disadvantages – Suffers from distortions
inherent in most rating techniques.
III. Other topics related to Appraisal of performance (pdf download)
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