2. Performance Appraisal
The Appraisal and career Planning aims at
providing people assets to the organisation
Helps best use of Management resources
Provides opportunities for self development
Helps to find out potential employees to grow in
the organisation
Helps in identifying Training needs
3. Aims of Performance Appraisal
COMPANY NEEDS
1. Achievement in the year against plans
2. Personal traits and skills, strength and
weakness
Potential for growth
Need for training and development
4. Aims of Performance Appraisal
MANAGER’S NEED
What is expected out of his team
Feed back of strengths and weakness
Improve performance and effectiveness
Training need identification
Achievement and self development
Potential to grow
5. Appraisal Process
A good Appraisal Form is the central core of the
appraisal process
Have to design separate Appraisal forms for
different levels.
Should have different attributes for different
levels
Should have scope for self assessment
Should have scope for agreement and
disagreement
Training need identification
It should be Joint, Participative and Open
6. Appraisal Process
Intended to bring Mutual Commitment
between appraiser and appraisee
Fair and Objective
Consistency and should not set in bias
and prejudice
7. Attributes for different levels
Frame different attributes for different levels
For easy and user friendly form divide the group
of employees to 4 groups.
Viz :
Top Management
Senior Management
Middle Management
Executives/ Junior Ex/ management staff
8. Attributes for different levels
Have not more than 7 attributes / criteria for each level
Explain clearly each attributes in simple terms for the
assessor to understand while rating the employees
To under stand better by the appraiser and apraisee
each attribute to be described with criteria by bullet
points what exactly it means.
There might be same or overlapping attributes for
different levels due to nature of work
Create separate forms for each level with attribute and
criteria under each attribute.
9. Attributes for “Top Management”
First Attribute
PLANNING & STRATEGIC THINKING
Short term / long term planning
Innovative approach
Identifying new areas
10. Attributes for “Top Management”
Second attribute
CONCEPUTAL & ANALYTICL THINKING
Statistical data
Develop new alternative concept
Research oriented
Carrying Diagnosis / Solutions
11. Attributes for “Top Management”
Third attribute
SELF IMAGE & PERSONAL STYLE
Confidence level
Stimulating others to challenge
Organising ability
Task master
Good listener
12. Attributes for “Top Management”
Fourth attribute
MAN MANAGEMENT
Team building / Team spirit
Concern for others
Training and development
Flexible management style
13. Attributes for “Top Management”
Fifth attribute
KEY RESULT AREAS
Setting key objectives
Prioritization
Targets and achievements
MIS
14. Attributes for “Top Management”
Sixth Attribute
GENERAL MANAGEMENT SKILLS
Ability to handle crisis
Resource management
Communication system
Professionalism
15. Attributes for “Top Management”
Seventh Attribute
BUSINESS DEVELOPMENT
Entrepreneurial approach
Cost and quality effectiveness
Documentation / effective implementation
Developing new ideas and process
Brand image building
16. Attributes for “Senior Management”
First attribute
CONCEPTUAL & ANALYTICAL APPROACH
Essential data generation
Research Orientation
Planning
Developing alternate solutions
17. Attributes for “Senior Management”
Second attribute
INITIAVE AND DRIVE
Goal setting
Proactive behavior
Labour & crisis management
Utilizing opportunities
18. Attributes for “Senior Management”
Third attribute
MAN MANAGEMENT
Responding to subordinates and boss feelings
Providing growth opportunities
Training, Coaching & mentoring skills
Tolerance for mistakes & corrections
19. Attributes for “Senior Management”
Fourth attribute
KEY RESULT AREAS
Focus on Key results
Best use of resources
Good rapport building
Additional responsibility / aptitude / attitude
20. Attributes for “Senior Management”
Fifth Attribute
SKILLS AND EFFICIENCY
Communication / multi skills
Implementation of innovative systems
Accept Change
Deliver on time
22. Attributes for “Senior Management”
Seventh attribute
BUSINESS DEVELOPMENT
Capacity to understand business
Cost and quality effectiveness
Self of belongingness
Develop vendors / Alternative resources
23. Attributes for “Middle Management”
First Attribute
COMMUNICATIONAND INFLUENCING SKILLS
Effective Communication skills
Good correspondence skills
Positive influencing skills
Usage of electronic media
24. Attributes for “Middle Management”
Second Attribute
PROBLEM SOLVING SKILLS
Resolving problems
Developing alternative methods
Developing new technical skills
25. Attributes for “Middle Management”
Third Attribute
CREATIVE AND ANALYTICAL ABILITY
New method of working
Logical thinking
Innovation and delegation
unlearning
26. Attributes for “Middle Management”
Fourth Attribute
ROLE OF A MANAGER
Potential to take higher responsibility
Planning, Motivating and controlling
Authority and delegation
27. Attributes for “Middle Management”
Fifth Attribute
BASIC PEOPLE MANAGEMENT
Achieving results through people
Cordial relationship in the department
Setting Performance goals
28. Attributes for “Middle Management”
Sixth Attribute
RESOURCES MANAGEMENT
Working with available resources
Identifying and drawing resources
Prioritizing resources / jobs / work
29. Attributes for “Middle Management”
Seventh Attribute
TEAM BUILDING AND LEADERSHIP
Building teams and working in teams
Adaptability and acceptability
Lead by examples
Effective implementation
30. Attributes for “Executive /Jr Management”
First Attribute
JOB KNOWLEDGE & TECHNICAL SKILLS
Understanding the job
Problem solving
Technical ability / profession ability
31. Attributes for “Executive /Jr Management”
Second Attribute
DEPENDABILITY
Can be relied upon
Does not need frequent follow up
Attendance and high level energy
Proactive
32. Attributes for “Executive /Jr Management”
Third Attribute
INTERPERSONAL SKILLS
Intra and Inter departmental relationship
Co-operation and understanding
Tolerance / stress management
Crisis Management
33. Attributes for “Executive /Jr Management”
Fourth Attribute
INITIATIVE AND RESOURCEFULNESS
Ability to take new assignment
Finding out new ways of working
Cost and Quality consciousness
34. Attributes for “Executive /Jr Management”
Fifth Attribute
COMMUNICATION SKILLS
Ability to express and listen
Ability handle company correspondence
Body language
Use of electronic medias
35. Attributes for “Executive /Jr Management”
Sixth Attribute
CREATIVE / ANALYTICAL SKILLS
Ability to generate new ideas
Systematic way of working / learning
Analyze the data and work on it
36. Attributes for “Executive /Jr Management”
Seventh Attribute
TEAM WORKING AND LEADERSHIP
Working with teams
Task completion ability
Leading by examples / set examples
37. General points to be covered
The said attributes are only guide lines and not
exhaustive.
While designing the appraisal forms, in all Appraisal
forms other Criteria which are applicable to relevant
levels may be incorporated.
Appraisal forms should find place for :
Employee Strength
Areas of improvement
Hindrance for performance
Assessor comments / Assessee comments
Signature of both for having told / understood the feed
back
38. Rating Scale
Rating may be on any one scale
1 to 10 scale
A,B,C,D,E
Separate Weight age for each attribute
depending on the level
Example : for Managers- ability to manage,
planning to have more weight age. For lower
levels ability on job knowledge / Dependability.
39. Assessment
Each Attribute to be assessed separately
Over all rating is not just sum total of all
attributes
An individual may be good in some
attributes and weak in others.
While making an over all assessment
consider the required important attributes
that level and assess.
40. Counseling
All good performance appraisal process ends
with good counseling.
The employee should be told about his
strengths and areas of improvement (Feed
back).
Have to arrive at amicable consent
Should end with WIN- WIN situation and no
heart burns
Design separate self assessment form for each
individual for appraisal review.
41. Conclusion
HR to Brief all the assessors the do’s and dont’s
before assessing a person
Never ridicule, condemn or throw aspersions
Assessment to be done for all the 12 months or
6 months, as the case may and not just last
month performance in mind.
Use critical incidence diary for each person and
note down all good performance / bad
performance through out the year as and when
it occurs so that it will be easy to assess at the
end of the year.