1. Human Resource Management IIFT Class X , September 5 , 2013

2. What Determine Performance ?

3. Four components of performance
A performer
Behaviour
Situation
Results
3

4. What is Performance Appraisal?

5. Performance appraisal, is a method by
which the job performance of an
employee is evaluated (generally in
terms of quality, quantity, cost and
time)
Performance appraisals are an indispensable
part of performance measurement

6. “a continuous process of identifying,
measuring and developing the performance
of individuals and teams and aligning
performance with the strategic goals of the
organization.”
6

7. “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.”
7

8. • Results -based
• Built around a continuous process
▪ Cycle involves Performance Planning;
Performance Support; Performance Review
• Linkage to strategic planning process
• Developmental focus
• Documentation critical
8

9. 9
PLAN
PERFORMANCE
(Strategic, Operational Plans
Job Clarification)
SUPPORTING
PERFORMANCE
(Monitoring,
Coaching,
Feedback)
FINAL REVIEW OF
PERFORMANCE
(Results vs. Expectations)

10. 10
PLAN
PERFORMANCE
(Position Description)
MONITOR &
SUPPORT
PERFORMANCE
(Appraisal
Discussion
Record)
FINAL REVIEW OF
PERFORMANCE
(Performance Appraisal Report)

11. Why Performance Appraisal?

12. 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

13. To measure the performance of the
Employees and the organization to check
the progress towards the desired goals and
aims

14. Performance
Planning Appraisal

15.  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

16.  Establishing performance standards
 Communicating the standards
 Measuring the actual performance
Comparing the actual with desired
performance
 Discussing results
Decision making

17. Specific
Measurable
Attainable
 Relevant
Trackable

18. Difference between Job Evaluation
and Performance Appraisal
Difference between Performance
Appraisal and Performnace
Management System

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

21. 21

22. 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 key
strengths & areas
of development
Use your own language
to describe yourself the best

23. 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 key
strengths & areas
of development Use your own language
to describe yourself the best

24. 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.
24

25. 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.
25

26. 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 accomplish
the learning objective
including actions needed
to verify attainment
of the objective
CAREFUL:
It is common to put
Business Objective in
Place of Learning
objective
Provide timeline
(mmm-yy) to identify
by when each of the
actions will be
completed
Name of the
Person (s)
who will
support
you
26

27.  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

28.  Determining the evaluation criteria
 Creating a rating instrument
 Lack of competence
 Errors in rating & evaluation
 Resistance

29. 29
Mid Year Career
Development Discussion

30. 30

31.  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.
31

32.  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

33.  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

34. 34
The Appraisal
ProcessObjectives entered in to new form at the start of the year
Periodic review during the year
At 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 rating
Employee 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

35. 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

36. Self Appraisal
Anonymous Appraisal
180 degree Feedback
360 degree Feedback

37.  Use of a multi-rater (360 degree) assessment
process
 Manager assessed against fourteen…n core
competencies required by senior managers
37

38. 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
Personality
Behavioural
Flexibility
Self-Confidence
38

39. Confidential Individual report
Report on performance of management
team
Development of individual action plan
Development of Management Team
action plan
39

40.  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.

41. 360 Degree + 360 Degree = 720
Degree is there ?