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Performance Appraisal

Process, Rules, Future

Tasneem Akhtar Jameel

DM HR (CP & PM)

1st Feb-4th Feb 2011

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Objectives of Training

At end of this training the trainees will be able to

Define PARs and recognize its importance in CAAfor all employees

Identify their role as appraiser/ appraisee in CAA Perform Performance appraisal process with its

minute details and apply the learning inpracticality

Have Clear knowledge on importance of processand be able to share the learning with allcolleagues

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My expectations

Age is not something that is hindrance inlearning from each other

We will learn together

Lets learn PAR through life examples

A lot of sharing and coordination to facilitateeach other

We will remain connected even after thistraining to learn about new skills and eachothers trades

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Norms Setting

We are learners----- each of us

Lets share our experiences

Give feedback and be prepared for that Understand first to get understood later

Lets be on time and use time

Take away something everyday as a learningand as a reward for time and efforts invested

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Your Expectations

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What is PA

The identification, measurement &

management of employees performance in

an organization.

Evaluating an employees current/or past job

performance relative to his or her

performance standards

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Performance Appraisal

Continuous Management Process

Focus is on people

Individuals and teams work together to achieve shared

aims Puts responsibility on the managerto work effectivelywith his people bypositive reinforcementthrough

Communicating

Coaching

Motivating

Providing Feed Back

Support

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PAMethods

Critical incident

Weighted checklist

Paired Comparison

Graphic Rating BARS

MBO

Performance Ranking Method

Forced Ranking

Behavioral Observations

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Importance of Performance Appraisal

OrganizationOrganization Manager Manager EmployeeEmployee

Links organizational strategy toLinks organizational strategy to

results.results.

Base for giving PerformanceBase for giving Performance

feedbackfeedback

Helps the employee to set goalsHelps the employee to set goals

and improve performanceand improve performance

Helps in creating a transparentHelps in creating a transparentand merit based organizationand merit based organization..

improve rapport &improve rapport &communication withcommunication with

subordinatessubordinates

Recognizes the employeesRecognizes the employeesaccomplishments and helpsaccomplishments and helps

reward and motivate thereward and motivate the

employeeemployee

Improves organizationImproves organization

productivity.productivity.

identify problem areas withinidentify problem areas within

individual departments, teamsindividual departments, teams

and other unitsand other units

chance to communicate careerchance to communicate career

goals & ask about opportunitiesgoals & ask about opportunities

for career developmentfor career development

Identifies weak / marginalIdentifies weak / marginalperformersperformers

Builds stronger workingBuilds stronger workingrelationshipsrelationships

Awareness pfAwareness pf areas ofareas ofdevelopmentdevelopment

Documentation of performanceDocumentation of performance

may be needed for legalmay be needed for legal

defense.defense.

Aids in fulfill ing managerialAids in fulfill ing managerial

responsibilitiesresponsibilities

Identifies the employees generalIdentifies the employees general

training needstraining needs

Appraisal provides basis forAppraisal provides basis for

bonus or merit system.bonus or merit system.

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CAA PARs

CAA Performance Management System is designed toachieve the following:

Plan goals and set standards and expectations.

Continuously coach employees for better performance.

Objectively appraise performance against standards toidentify performers and non-performers.

Take action i.e. reward performers and develop thenon-performers.

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Purpose of PARs

Accountable style of Management

Productive and Committed workforce

Career of employees Evaluate performance and TNA

Morale and motivational tool

Conventional ACR vs. PARs

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Management means helping people

to get the best out of themselves,not organizing things.

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WHAT

Setting a goal is not the main thing. It is

deciding how you will go about achieving it

and staying with that plan."

"Ifyou are clear about what you want, the

world responds with clarity."

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WHY

CAA Vision

To be a world-class service provider in the

aviation industry

Align Individual Goals to Organizational Goals

What Goals/ Tasks/ Targets you set for next

work cycle

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FOR WHOM

Its about YOU

Main responsibility lies with YOU

Facilitate, help and support your colleagues to

achieve high standards of performance in linewith their targets

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HOW

Assign specific goals

Assign measurable goalsAssign challenging but doable goals

Encourage participation

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SMART Goals

Goals are built around 5 leading measures

Specific: Each goal should be clear, challenging unambiguous,straightforward, & understandable

Measurable: Each goal must be measurable

Attainable: Goals should be realistic i.e. they should not beimpossible to achieve yet be stretched given, availableresource, budget & adequate time.

Relevant: Goals should be relevant to the overall objectives ofthe organization,& leads to desired result.

Time Bound: Each goal should have a predefined timeline forachievement within an agreed time scale

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Smart Goals

Goal SettingAny generic goal can be converted into a SMART

goal by following the format below

WHO is going to do WHAT, WHEN, andTO WHATSTANDARD?

In other words

What is to be done?

Who is going to do it? By when? To what standard?

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Role ofManager

Usually do the actual appraising.

Must be familiar with basic appraisal techniques.

Must understand and avoid problems that can

cripple appraisals.

Must know how to conduct appraisals fairly.

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General Aims

Feed back

Identify performers and non-performers;

reward and develop accordingly

Performance Gaps and TN

Career Growth

Communication between appraiser and

appraisee

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