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8/6/2019 Performance Appraisal Training Ashu
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Performance
Appraisal
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Performance Appraisal :
Performance Appraisal (PA) refers to all
those procedures that are used toevaluate the personality, performance,
potential, of its group members
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Relationship between job analysis
and performance appraisal:
Job analysis performance performance
standards appraisal
Describes work
& Personnel
Requirement
Of a particular
job
Translate job
Into levels of
acceptable
Or unacceptable
performance
Describes the
Job relevant
strengths andweakness of
Each individual
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Question arises?
Why do we measure performance?
Effective performance appraisal
systems
How do we measure performance?
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Characteristics
It is a step by step process
It examine the employee strengths andweaknesses
Scientific and objective study
Ongoing and continuous process Secure information for making correct
decisions on employees
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Needs and Objectives:
Provide feedback about employees
Diagnose the S &W
of individuals Provide coaching, counseling, career
planning to subordinates
Develop positive relation and reduce
grievance
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Appraisal Benefits to
Employees(cont.)
Direction
Feedback Input
Motivation
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Appraisal Benefits to CompanyDocumentation
Employee Development
Feedback
Motivation system
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Why Appraisals Are Important
Recognize accomplishments
Guide progress
Improve performance
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Why Important (cont.)
Review performance
Set goals
Identify problems
Discuss career advancement
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Steps in performance appraisal
Establishing job standards
Designing an appraisal programme
Appraise performance
Performance interview
Use appraisal data
For appropriate purpose
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Process of PASetting
performance
standardsTaking corrective
standards
Discussingresults
Comparing
standards
Measuringstandards
Communicating
standards
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What to evaluate? (Philip Model)
Problemchildren
Planned
separation
stars
Social
citizen
H
L H
L
Potential
Performance
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Problems in performance appraisal1. Errors In rating
Halo effects
Central tendency
Leniency/Severity
Personal bias Recency effect
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2. Incompetence
3. Negative approach4. Multiple objectives
5. Resistance
6. Lack of knowledge
Problems in performance appraisal
(Contd)
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Essentials of an effective appraisal system
Mutual trust
Clear objectives
Standardizations Training
Job relatedness
Documentation
Feedback and participation
Individual differences
Post appraisal review
Review and appeal
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Discrepencies in PA Systems Failure to communicate standards
Failure to give timely feedback
Failure to allow employees to correctperformance
Inconsistency in measuring
performance
Failure to document performanceobjectively
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Appraisal Forms
Define performance expectations
Use a rating system Cover specific examples
Set measurable goals
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Measure Performance
Measurement systems need to be:
Specific Fair
Consistent
Clear
Useful
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Set Goals.
Based on job requirements
Realistic Measurable
Observable
Challenging
Prioritized
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Smart Goals
S pecific
M easurable A chievable
R ealistic
T ime bound
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Employee Input
Employees take an active role:
Setting goals
Designing action plans
Identifying strengths and weaknesses
Employees participate in the PA meeting
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Preparation
Employees:
Review performance
Think about new goals
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Preparation (cont.)
Supervisors:
Review performance
Complete written appraisal
Think about new goals
Schedule time and place
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Start the Meeting
Lay out agenda
Do not talk aboutmoney
Encourage input
Give good news first
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During the Meeting
Review performance:
Based on previous goals Noting strengths and accomplishments
Identifying areas for improvement
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End the Meeting
Encourage good performance
Lay out action plan Communicate outcome of goals not
met
Confirm understanding
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Continuous Feedback
Formal appraisals
Informal appraisals Open communication
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Recognize Good Performance
Verbal
Public Tangible
Monetary
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Identify Poor Performance
Act early
Take the right approach Deal with employee reaction
Handle continued poor performance
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Key Points to Remember
You must conduct objective appraisals on ascheduled basis.
Appraisals tell employees how theyre doing andhow they can improve.
Appraisals help create a system of motivationand rewards based on performance.
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Improving Accuracy ofRating Set quantitative targets
Qualitative targets should have defined measures & milestone
dates
Keep a diary of significant achievements & failures/misses
Prepare for the Appraisal meeting for 30 minutes.
Each appraisal should last not less than 45 minutes
Encourage the Ratee to recall good performances & failures
& do not ask him his assessment on the defined rating scale
Discuss the reasons of yourRating with him so that he
improves his assessment ability
Seek qualitative feedback on your own assessment from your
seniors.
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FEEDBACK& COUNSELING
Feedback creates awareness of strengths and
areas of improvement
Counseling involves helping the employeesin identifying areas of improvement and
formulating development plans
Feedback & counseling require certain skills
which can be acquired with training and
practice
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GIVING FEEDBACK- Hints Give descriptive feedback & not evaluative
Focus on behavior and not on the person
Should be data based an not based on
impressions Should reinforce positive new behavior
Give suggestive feedback and not prescriptive
Feedback is a continuous process Give data from personal experiences to
support the feedback
Feedback is intended to help
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GIVING FEEDBACK- Hints
Feedback is more effective when it need
based and solicited by the employee
Focus on behavior which can be changed
Feedback must be checked and verified
Feedback should be well timed
It must contribute to building up
relationship
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RECEIVING FEEDBACK- Hints
Own up responsibility rather than denying
feedback
Make self analysis to find reason for your
behavior rather than rationalizing
Try to understand others point of view
Behave to make appraiser comfortable to give
feedback rather than hindering the process by
accusations, anger and other negative feelings
Try to get specific feedback rather than
quickly agreeing to without discussion
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RECEIVING FEEDBACK- Hints
Be concerned about improvement rather than
laughing and joking
Listen carefully rather than questioning the
competence and the authority of th person
Accept it as a possible means of improvement
Be ready to experiment with suggested
behavior rather than explaining the present
and its reasons
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Stages of PPA
SETTING THE PROPERCLIMATE
MANAGERS PREPRATION
START ON A POSITIVE NOTE
REVIEW PART PERFORMANCE
INTEGRATE EMPLOYEE &ORGANIZATION GOALS
PLANNING FOREMPLOYEEDEVELOPMENT
CONFIRMING AGREEMENT
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Forced Distribution method
10% 20% 40% 20% 10%
Sup Very
Good
Comp
etent
NI NSI
No.
of
employees
Force distribution curve
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Performance criteria for executives
For top managers
Return on capital employed
Contribution to community development
Degree of upward communication from
middle-level executives
Degree of growth and expansion ofenterprise.
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For middle level managers
Departmental performance
Coordination among employees
Degree of upward communication from
supervisors
Degree of clarity about corporate goals and
policies
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For supervisors
Quality and quantity of output in a given period
Labor cost per unit of output in a given period
Material cost per unit in a given period
Rate of absenteeism and turnover of employees
No of accidents in a given period
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Thank you