Lesson 8 - Performance Appraisal

7/25/2019 Lesson 8 - Performance Appraisal

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LESSON 8LESSON 8

EMPLOYEEEMPLOYEE

PERFORMANCEPERFORMANCE

APPRAISALAPPRAISAL

02/04/16 1Terry Amirali-Rambharat


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APPRAISAL

DEFINITIONDEFINITION

A performance appraisal, employeeappraisal, performance revie, is amethod by which the job performance of anemployee is eal!ated "#enerally in terms of$!ality, $!antity, cost, and time% typically bythe correspondin# mana#er or s!perisor& Aperformance appraisal is a part of #!idin#and mana#in# career deelopment& 't is the

process of obtainin#, analy(in#, andrecordin# information abo!t the relatieworth of an employee to the or#ani(ation&



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DEFINITION !Con"#$%DEFINITION !Con"#$%

)erformance appraisal is an analysisof an employee*s recent s!ccessesand fail!res, personal stren#ths andwea+nesses, and s!itability forpromotion or f!rther trainin#& 't isalso the j!d#ement of an employee*s

performance in a job based onconsiderations other thanprod!ctiity alone&

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How Do You Feel AboutHow Do You Feel About

Performance Appraisals?Performance Appraisals?

ome people loo+ forwardloo+ forward to them whileothers dreaddread them& )erformance appraisals

can brin# o!t stron# feelin#s, both from theemployee.s iewpoint and that ofmana#ement&

As a s!perisor, cond!ctin# performance

appraisals is one of the most importantopport!nities yo! will hae to help yo!remployees, yo!rself, and yo!r company&



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one correctly, performance

appraisals can help close the #apbetween the act!al performance ofyo!r employees and the performanceneeded to meet corporate objecties&

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How Do You Feel AboutHow Do You Feel About

Performance Appraisals?Performance Appraisals?


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Aims of a PerformanceAims of a Performance

AppraisalAppraisal )erformance appraisals proide a formal, recorded,

re#!lar reiew of an indiid!al*s performance

'dentify employee Trainin&Trainin&needs

Doc'men"Doc'men"criteria !sed to allocate or#ani(ational

rear$srear$s

orm a basis for personnel decisions salarysalaryincreases, promo"ions( $isciplinary ac"ionspromo"ions( $isciplinary ac"ions,bon!ses, etc&

)roide the oppor"'ni"y for or&ani)a"ionaloppor"'ni"y for or&ani)a"ional

$ia&nosis$ia&nosisand deelopment Facili"a"e comm'nica"ionFacili"a"e comm'nica"ionbetween employee and

administration

To improve performanceimprove performancethro!#h co!nselin#,

coachin# and deelopment&02/04/16 3Terry Amirali-Rambharat


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)R)5 5 )R5R7A89A))RA'A:

Traditionally, performance appraisalshae tended to be infre$!ent, top-down, s!bjectie j!d#ments of an

employee*s performance& Thesetypes of appraisals !s!ally inole amana#er cond!ctin# an ann!al

criti$!e of past performance, oftenwith little actie inp!t from theemployee him or herself&

02/04/16 ;Terry Amirali-Rambharat


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)R)5 5 )R5R7A89A))RA'A:

ince people*s perceptions of their ownperformance often diothsides can become defensie, and thewhole process is iewed ne#atiely& As a

res!lt, performance appraisals hae apoor rep!tation, and often fail to delierthe positie res!lts they sho!ld

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And yet, if !sed properly,

performance appraisals canhelp to b!ild an open,

positie, collaboratierelationship between

indiid!als and theirs!perisors/mana#ers&o let.s see the )!rpose of

the )erformance Appraisal&02/04/16 10Terry Amirali-Rambharat


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APPRAISALAPPRAISAL

!OR+ANISATION%!OR+ANISATION% Appraisals help deelop indiid!als 'mproe or#ani(ational performance,

and feed into b!siness plannin#&

ssential for career and s!ccessionplannin#

9omm!nicatin# and ali#nin# indiid!al

and or#ani(ational aims @ital for mana#in# the performance of

people and or#ani(ations&


P*RPOSE OF


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P*RPOSE OFP*RPOSE OF

PERFORMANCE APPRAISALPERFORMANCE APPRAISAL

!S*PER,ISOR %!S*PER,ISOR % Ann!al performance appraisalsenable s!perisors to monitorstandards

A#ree on epectations andobjecties,

ele#ate responsibilities and tas+s&

osterin# positie relationshipsbetween mana#ement and sta


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PERFORMANCE


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PERFORMANCEAPPRAISAL PROCESS -APPRAISAL PROCESS -

.EFORE.EFORE

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PROCESS -PROCESS - D*RIN+D*RIN+

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PROCESS -PROCESS - AFTERAFTER

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APPRAISAL PROCESSAPPRAISAL PROCESS Prepare- prepare all materials, notes a#reed tas+s and

records of performance, achieements, incidents, reportsetc - anythin# pertainin# to performance and achieement -obio!sly incl!de the preio!s performance appraisaldoc!ments and a c!rrent job description& A #ood appraisal

form will proide a #ood nat!ral order for proceedin#s, so!se one&

Inform- inform the appraisee - ens!re the appraisee isinformed of a s!itable time and place "chan#e it ifnecessary%, and clarify p!rpose and type of appraisal - #ie

the appraisee the chance to assemble data and releantperformance and achieement records and materials& 'f theappraisal form does not imply a nat!ral order for thedisc!ssion then proide an a#enda of items to be coered&



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APPRAISAL PROCESSAPPRAISAL PROCESS ,en'e- ens!re a s!itable en!e is planned and

aailable - priate and free from interr!ptions -obsere the same r!les as with recr!itmentinteriewin#

Layo'"- room layo!t and and seatin# are importantelements to prepare also - don*t simply acceptwhateer layo!t happens to eist in a borrowed orhired room - layo!t has a h!#e in=!ence onatmosphere and mood - irrespectie of content, the

atmosphere and mood m!st be relaed and informal -remoe barriers - don*t sit in the boss*s chair with theother person positioned h!mbly on the other side ofthe des+B yo! m!st create a relaed sit!ation,



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APPRAISAL PROCESSAPPRAISAL PROCESS In"ro$'c"ion- rela the appraisee -

open with a positie statement, smile, bewarm and friendly - the appraisee may

well be terriCedB it*s yo!r responsibility tocreate a calm and non-threatenin#atmosphere& et the scene - simplyeplain what will happen - enco!ra#e a

disc!ssion and as m!ch inp!t as possiblefrom the appraisee - tell them it*s "/eirmeetin# not yo!rs&



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APPRAISAL PROCESSAPPRAISAL PROCESS Revie an$ meas're- reiew the actiities, tas+s,

objecties and achieements one by one, +eepin# todistinct separate items one by one - aoid #oin# o< ontan#ents or a#!e !nspeciCc iews& 'f yo!*e done yo!rpreparation correctly yo! will hae an order to follow& 'f

somethin# o


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APPRAISAL PROCESSAPPRAISAL PROCESS A&ree an ac"ion plan- An oerall

plan sho!ld be a#reed with theappraisee, which sho!ld ta+e

acco!nt of the job responsibilities,the appraisee*s career aspirations,the departmental and whole

or#ani(ation*s priorities, and thereiewed stren#ths and wea+nesses&



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APPRAISAL PROCESSAPPRAISAL PROCESS A&ree speci0c o12ec"ives- These

are the speciCc actions and tar#etsthat to#ether form the action plan&

As with any dele#ated tas+ or a#reedobjectie these m!st adhere to the7ARTR r!les - speciCc,

meas!rable, a#reed, realistic, time-bo!nd, enjoyable, recorded&



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APPRAISAL PROCESSAPPRAISAL PROCESS A&ree necessary s'ppor"- This is the s!pport

re$!ired for the appraisee to achiee theobjecties, and can incl!de trainin# of ario!ssorts "eternal co!rses and seminars, internal

co!rses, coachin#, mentorin#& >e caref!l toaoid committin# to trainin# ependit!re befores!itable approal, permission or aailability hasbeen conCrmed - if necessary disc!ss li+ely

trainin# re$!irements with the releanta!thority before the appraisal to chec+& Raisin#false hopes is not helpf!l to the process&



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APPRAISAL PROCESSAPPRAISAL PROCESS Invi"e any o"/er poin"s or

3'es"ions- ma+e s!re yo!

capt!re any other concerns& CLOSE POSITI,ELYCLOSE POSITI,ELY- Than+ the

appraisee for their contrib!tion to

the meetin# and their e


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APPRAISAL PROCESSAPPRAISAL PROCESS Recor$ main poin"s( a&ree$

ac"ions an$ follo-'p- wiftlyfollow-!p the meetin# with all

necessary copies and conCrmations,and ens!re doc!ments are Cled andcopied to releant departments, "DR,

and yo!r own line mana#ertypically%&

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COND*CTIN+ EFFECTI,ECOND*CTIN+ EFFECTI,E

PERFORMANCE APPRAISALSPERFORMANCE APPRAISALS



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'f the appraisal is to be s!ccessf!l, theperson bein# assessed needs to feel that

he/she has had a fair chance to contrib!te tothe o!tcome& Appraisals sho!ld be two-sideddisc!ssions, with the person bein# assessedparticipatin# actiely and, as a res!lt, feelin#properly al!ed& E!st tellin# someone whatthey*re doin# well and what they*re doin#badly isn*t li+ely to motiate them eno!#h to

do better when yo! wor+ to#ether, yo! candeelop a shared !nderstandin# of what*sepected, and establish an on#oin# means ofmonitorin# and eal!atin# performance

a#ainst a#reed #oals&02/04/16 1Terry Amirali-Rambharat

.EFORE T4E APPRAISAL


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.EFORE T4E APPRAISALINTER,IE5

67 Revie appropria"e $oc'men"a"ion7Reisitthe job description for the person yo!*re appraisin#, aswell as their #oal statements from preio!s appraisals&'t*s really important that people are clear abo!t what*sepected of them in their roles, both in terms of their

d!ties, and also in terms of the +nowled#e, s+ills andabilities that they need to deelop&

As yo! do this, re=ect on whether these doc!mentsre=ect the wor+ that this person act!ally does& 'fthere*s a di


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.EFORE T4E APPRAISALINTER,IE5

7 As9 for Self-Assessmen"79onsider as+in#the person yo!*re appraisin# to eal!ate his or herown performance before the appraisal meetin#&

:7 Comple"e An Assessmen" Of T/e In$ivi$'alYo'rself;Fhicheer method of self-assessmentyo! choose, complete the same tas+ from yo!rown perspectie& >e prepared with eamples tos!pport yo!r ratin#s, partic!larly in areas whereyo! feel that the person is !nder-performin#

beca!se yo! will hae to eplain&



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D'rin& "/e AppraisalIn"ervie

67 Crea"e A S'ppor"ive Environmen";irst, Cnd a time

when yo! can close the door, and ma+e s!re yo! won*t beinterr!pted it*s important that yo!*re able to foc!s solely onthe appraisal&

>e enth!siastic b!t b!sinessli+e in yo!r approach& plainthe a#enda for the meetin#, and then coer eerythin# yo!said yo! wo!ld performance relatie to epectations, #oalsachieed, f!t!re #oals, any iss!es which may be #ettin# inthe way of #oals bein# achieed, and so on& This helps to+eep thin#s objectie, and minimi(es defensieness& Andremember to stic+ to speciCc res!lts and iss!es don*t ma+e

#enerali(ations&7 Cover T/e Posi"ives Firs";As a mana#er, yo! want

people in yo!r team to play to their stren#ths, so that yo!and they can ma+e the best possible contrib!tion& !rin#appraisals G and any other feedbac+ session G it*s all too

easy to die in by loo+in# at problems, and then spend most* -



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D'rin& "/e Appraisal


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D'rin& "/e AppraisalIn"ervie


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>7 Se" ne &oals "oo;The appraisal is a chance

to loo+ at how to improe past performance, as wellas to ma+e plans for f!t!re #rowth and deelopment&Ta+e some time to eplore ways in which this person

can contrib!te to the or#ani(ation*s s!ccess, and set#oals accordin#ly& And a#ree how people can deelop

their s+ills f!rther, so that they can be eer moree


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Af"er "/e AppraisalIn"ervie

67 Plan For Re&'lar Appraisal Mee"in&s&

Thin+ abo!t how often yo! sho!ld cond!ctthese meetin#s& 'n some or#ani(ations, foreample, hain# $!arterly sessions may bebest&

7 Sc/e$'le Promise$ Ac"ions7Fhere yo!*ea#reed follow !p actions, sched!le theseappropriately, or p!t them onto yo!r To-o:ist or Action )ro#ram

:7 Remem1er( T/ese Mee"in&s Are No"Op"ional75n-#oin# performance appraisalsare ital if yo!*re #oin# to #et the best fromyo!r people&

02/04/16 ?Terry Amirali-Rambharat


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APPRAISAL AN EASY

PROCESS Doldin# re#!lar informal one-to-onereiew meetin#s #reatly red!ces thepress!re and time re$!ired for the

ann!al formal appraisal meetin#&Doldin# informal reiews eerymonth is ideal all sta


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.ene0"s Of Reviein&.ene0"s Of Reviein&Fre3'en"lyFre3'en"ly

An$ InformallyAn$ InformallyThe mana#er is better informedand more !p-to-date with his or

her people*s actiities & iJc!lt iss!es can be identiCed,

disc!ssed and resoled $!ic+ly,

before they become moreserio!s&


.ene "s O Rev e n&ene "s ev e n&


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.ene "s O Rev e n&ene "s ev e n&Fre3'en"lyFre3'en"ly

An$ InformallyAn$ Informally Delp can be #ien more readily -people rarely as+ !nless they seea #ood opport!nity to do so - there#!lar informal reiew proidesj!st this&

Assi#nments, tas+s andobjecties can be a#reed,completed and reiewed $!ic+ly


.ene "s O Rev e n&ene "s ev e n&


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An$ InformallyAn$ Informally 5bjecties, direction, and p!rpose is more!p-to-date - modern or#ani(ations demandmore =eibility than a sin#le ann!al reiew

allows - priorities often chan#e thro!#h theyear, so people need to be re-directed andre-foc!sed&

Trainin# and deelopment actions can be

bro+en down into smaller more di#estiblech!n+s, increasin# s!ccess rates andmotiational e


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An$ InformallyAn$ Informally The *fear factor*, often associated bymany with formal appraisals, is#reatly red!ced beca!se people

become more comfortable with thereiew process&

Relationships and m!t!al

!nderstandin# deelops more $!ic+lywith #reater fre$!ency of meetin#sbetween mana#er and sta< member&


e - es &ne


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e - es &neperformance appraisal

sys"em s'ppor"s anin"e&ra"e$ /'man

reso'rce s"ra"e&y/ic/ ena1les "/ea""ainmen" of

or&ani)a"ional an$1'siness &oals7



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EERCISEEERCISE

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Lesson 8 - Performance Appraisal

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