Human Resource Management IIFT Class X , September 5 , 2013

What Determine Performance ?

Four components of performanceA performerBehaviourSituationResults

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What is Performance Appraisal?

Performance appraisal, is a method by

which the job performance of anemployee is evaluated (generally in terms of quality, quantity, cost andtime)

Performance appraisals are an indispensablepart of performance measurement

“a continuous process of identifying, measuring and developing the

performanceof individuals and teams and aligningperformance with the strategic goals of

the organization.”

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“A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system.”

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• Results -based• Built around a continuous process

▪ Cycle involves Performance Planning; Performance Support; Performance Review

• Linkage to strategic planning process • Developmental focus• Documentation critical

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PLAN PERFORMANCE (Strategic, Operational Plans

Job Clarification) SUPPORTING

PERFORMANCE

(Monitoring,

Coaching, Feedback) FINAL REVIEW OF PERFORMANCE (Results vs. Expectations)

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PLAN PERFORMANCE (Position Description)

MONITOR & SUPPORT

PERFORMANCE

(Appraisal Discussion

Record)

FINAL REVIEW OF PERFORMANCE (Performance Appraisal Report)

Why Performance Appraisal?

To locate and identify the individuals who may be promoted from within the

organization

To locate the talents and capabilities of executives for their future development

To evaluate the utility of the existing development programs for executives and

assess whether there is a need of modification in the program

To evaluate the worth of each executive in the organization taking into consideration the job requirements.

To have a comparative view of the abilities and capabilities of the executives in

the same cadre

To measure the performance of the

Employees and the organization to check

the progress towards the desired goals and

aims

Performance Planning Apprais

al

To review the performance of the employee over a given period of time

To judge the gap b/w the actual & the desired performance Provide information to assist in the HR decisions like -

promotions, transfers etc Provide clarity of the expectations & responsibilities of the

functions to be performed by the employee To judge the effectiveness of the other HR

functions of the org such as - recruitment, selection, training & development

To diagnose the training and development needs of the future.

To reduce the grievances of employees Helps to strengthen the relationship & communication b/w superior – subordinates & manager

Establishing performance standards

Communicating the standards Measuring the actual performanceComparing the actual with desired

performance Discussing resultsDecision making

SpecificMeasurableAttainable RelevantTrackable

Difference between Job Evaluation and Performance Appraisal

Difference between Performance Appraisal and Performnace Management System

Ranking Method Paired Comparison Method Check List Method MBO BARS Assessment Centers Critical Incident Method Essay Method Confidential Report

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A (Self-Assessment (for discussion with manager)

Organisational Values and Behaviors

Strengths• I am very creative and come up with new ideas which is accepted by all.• I am very passionate about Customer’s issues and do whatever I can to put him at ease.• I am a team player and work for team rather than my own goals.

Areas for Development• I need improvement in completing my work within the deadlines.• Some times, I find difficulty in articulating my point of view appropriately.• At times, I am unable to force my views on my subordinates, even if it is demand of the time.

Write down keystrengths & areasof development

Use your own language to describe yourself the best

A (Self-Assessment (for discussion with manager) (cont…)

Professional Knowledge and skills

Strengths• I am technically very sound in my own domain & able to come up with proper solution.• I am quick to use the latest computer package like P-Spice, PCB CAD s/w.• I am also good at reviewing other’s work & do find critical mistakes at early stage.

Areas for Development• I need to learn about the latest devices available and how to use them.• For further development, I need to improve my skills about EMI/EMC compliance. • I am from hardware, but I need to learn on integration with Firmware, mechanical etc.

Write down keystrengths & areasof development Use your own language

to describe yourself the best

A (Self-Assessment (for discussion with manager) (cont…)

Career aspirations over next 3 – 5 years

I am now playing a role of Team Member and at times I am able to lead a small group in hardware validation. I aspire to be in hardware design over one year and start to play the role of team leader in next 3 years. Alternatively, I can play a role of Team leader in Hardware Validation in next ~2 years.

An aspiration can be ambitious but need to be achievable in 3~5 years.It is good to mention mid- way milestones you may attain in your journey to

your aspiration.

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A (Self-Assessment (for discussion with manager) (cont…)

Area of interest

Mobility

Choose the areas of interest. If required, add name by choosing ‘Other’

Indicate your mobility choosing suitable option. Elaboration will be needed if you choose ‘With restriction’ option.

No or Limited mobility will not come in a way of assessment of your potential

But may restrict the no of avenues available to you.

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Objective Action Plan Timing Manager / Sponsor

SMART What, How, Where By When Who

Write down the learning objective : What change you

want to see in yourself.

List down actions needed to accomplishthe learning objective

including actions neededto verify attainment

of the objective

CAREFUL:It is common to put Business Objective in

Place of Learningobjective

Provide timeline (mmm-yy) to identifyby when each of the

actions will be completed

Name of thePerson (s) who will support

you

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Halo Effect Horn Effect Recency bias Contrast effect Personal bias Same as Me Different from me First impression Spill over Effect Status Effect Strict Rating Lenient Rating Stereotyping

Determining the evaluation criteriaCreating a rating instrumentLack of competenceErrors in rating & evaluationResistance

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Mid Year Career Development Discussion

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Ensuring individual goals and objectives are aligned to business goals.

Setting SMART objectives with clear measures. Conducting regular two way performance reviews. Supporting the employee on appropriate

development plans. Conducting thorough, quality year-end

performance reviews including inputs from relevant stake holders.

Demonstrating fairness and consistency in performance evaluation.

Encouraging and supporting stretch performance at all times.

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Providing input and agreeing on annual objectives.

Continuously reviewing performance against goals.

Demonstrating values and behaviors in delivering performance results.

Preparing for the Performance Review. Implementing individual Development Plan. Demonstrating a willingness to undertake

demanding goals and to remain flexible. Re-defining agreed upon deliverables based on

changing circumstances.32

Appraiser Lacks Information Lack of Appraisal skills Appraiser unserious about appraisals Appraiser unprepared and uses unclear

language Employee Unreceptive to feedback Appraiser’s personal biases and

prejudices Ineffective discussion of employee

development Insufficient rewards for performance

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The Appraisal ProcessObjectives entered in to new form at the start of the year

Periodic review during the yearAt the end of the year employee completes the self appraisal

Line Manager discusses appraisal with indirect / functional manager.

Line Manager hold appraisal meeting with employee

Line Manager completes appraisal and communicates provisional ratingEmployee adds his comments. Manager and employee sign off.

Next level manager reviews and adds comments

Peer review takes place and rating is finalized

Indirect / functional manager adds his comments

Changes if any are communicated back to the employee with reasons

SBU / Functional head reviews and approves rating

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Dec 11 Jan 12 Feb 12 Mar 12

Distribution of Appraisal Forms – end December

Completion of Appraisals prior to Peer Review – 10 February

Completion of Peer Review – 28 February

Self AppraisalAnonymous Appraisal180 degree Feedback360 degree Feedback

Use of a multi-rater (360 degree) assessment process

Manager assessed against fourteen…n core competencies required by senior managers

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Competencies for Public Service Leaders

INTELLECTUAL

Cognitive Capacity

Creativity

RELATIONSHIP

Interpersonal Relations

Communication

FUTURE BUILDING

Visioning

MANAGEMENT

Action Management

Organizational Awareness

Teamwork Partnering

PERSONAL

Stamina / Stress Resistance

Ethics and Values

PersonalityBehavioural

FlexibilitySelf-Confidence

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Confidential Individual reportReport on performance of

management teamDevelopment of individual action

planDevelopment of Management

Team action plan

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A major advantage to the "360" process is that it provides an opportunity for all those people with whom a person comes into frequent contact to offer feedback.

When feedback comes from many sources, it's more difficult for a person to brush aside constructive criticism and rationalize that "the boss just has it in for me“..

Another advantage of the "360" process is that it is designed with a customer focus in mind. The customers can be internal or external.

360 Degree + 360 Degree = 720 Degree is there ?