AboutLeo Lingham Expertise In Managing a business, I can cover all aspects of running
a business--business planning, business development, business auditing, business communication, operation management, human
resources management , training, etc.
Experience 18 years of working management experience covering such areas
as business planning, business development, strategic planning,
marketing, management services, personnel administration.
PLUS
24 years of management consulting which includes business planning, strategic planning, marketing, product management, training, business coaching etc.
Question Dear Leo, PLs help me out for below question: Discuss the objectives of performance appraisel. Describe the method the performance appraisel being used in an organization ur acquainted? Describe the organization ur familiar with?
Answer YOOSUF,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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HERE IS THE PROCESS / THE PROCEDURES,
STAGE 1
NOW, YOU CAN START PREPARING THE POLICIES/ PROCESS/
PROCEDURES/ PRACTICES OF PERFORMANCE APPRAISAL/
MANAGEMENT SYSTEM.
YOU NEED TO DO THE FOLLOWING
-develop the policies
-give everyone a copy
-conduct a short meetings---to explain what this is all about.
-conduct a short training- how to use the appraisal format/
provide feedback
-how to conduct the appraisal meetings
-the follow up
-separate the reviews from salary reviews.
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Performance Appraisal : The regular (usual annual) process where an employees performance for the year is assessed by manager and/ employee. It is only one part of the performance management approach. Usually means the same as "performance review".
Performance appraisal is a formal, structured system that compares employee performance to established standards. Assessment of job performance is shared with employees being appraised through one of several primary methods of performance appraisals. Elements in performance appraisal methods are tailored to the organization's employees, jobs, and structure. They include objective criteria for measuring employee performance and ratings that summarize how well the employee is doing. Successful appraisal methods have clearly defined and explicitly communicated standards or expectations of employee performance on the job.
Performance Appraisal Methods
Performance appraisals take many forms.
-Written essays, the simplest essay method, is a written narrative assessing an employee's strengths, weaknesses, past performance, potential, and provides recommendations for improvement.
-Types of performance appraisal methods include comparative standards (such as, simple ranking, paired comparison, forced distribution) and absolute standards (such as, critical incidents, BARS, MBO).
THE MODERN METHOD IS
ˇ 360 Degree Feedback. This multi-source feedback method provides a comprehensive perspective of employee performance by utilizing feedback from the full circle of people with whom the employee interacts: supervisors, subordinates and co-workers. It is effective for career coaching and identifying strengths and weaknesses.
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Definition of Performance Management
Performance management is the practice of actively using performance data to improve the organization's health. This practice involves strategic use of performance measures and standards to establish performance targets and goals, to prioritize and allocate resources, to inform managers about needed adjustments or changes in policy or program directions to meet goals, to frame reports on the success in meeting performance goals, and to improve the quality of management/organization practice.
Performance Management is an ongoing dialogue between manager and employee that links expectations, ongoing feedback and coaching, performance evaluations, development planning, and follow-up.
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STAGE 3
Set Expectations
As a best practice, we encourage supervisors to define expectations for every position. These expectations and performance measurement standards should be communicated to new employees, and reviewed at least once a year with all employees. Expectations for each position can include: purpose of the position, key responsibilities - both tasks and duties, conduct expectations, and performance standards, as well as, measures such as quality, quantity, timeliness, initiative, and teamwork for each key responsibility.
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STAGE 4
Gather Data
Performance evaluations should not be a one time event. Supervisors are encouraged to gather data regarding employee performance in a systematic manner throughout the year. The Performance Record and the Coaching Log are guides that can be used by supervisors, in addition to their own best practices, to gather data throughout the year and provide ongoing feedback to employees regarding performance. This information will then be available to supervisors when drafting the Annual Performance Evaluation.
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STAGE 5
Performance Evaluations
As a supervisor, your role is to set expectations, gather data, and provide on going feedback to your employees to assist them in utilizing their skills, expertise and ideas to produce results. To provide this direction, you should communicate to employees what is expected of them, define satisfactory performance for those expectations, and then monitor and evaluate the performance on an on going basis.
The Annual Performance Evaluation should provide a comparison of actual on-the-job performance to established performance measurement standards. The Annual Performance Evaluation encourages periodic and structured communication between supervisors and employees about the job, and should take place continuously. While day-to-day evaluation is usually informal,
Annual performance evaluations are the final phase of an effective performance management system. As a best practice, we recommend that the process start with performance planning between the supervisor and the employee in which they discuss expectations, performance standards, and objectives for the next year. The performance management process both ends and begins anew with the Annual Performance Evaluation.
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STAGE 6
Feedback
Feedback is a process by which effective performance is reinforced and less-than-desirable performance is corrected. Feedback should be information that highlights the relationship between what is expected and what has been accomplished after the work is performed or the action is taken.
Feedback can take many forms; it can be informal or formal. It can be given as praise in the form of reward and recognition, or it can be corrective in the form of disciplinary or corrective action.
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STAGE 7
Development Planning
Development planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth.
Development plans draw from the Performance Evaluation:
Performance goals or needs (deficiencies) to be addressed
The employee, with supervisor assistance, identifies ways to achieve those goals and/or address performance deficiencies in systematic ways
Address opportunities for professional growth
Agreement and/or commitment between employee and supervisor
Planned follow-up
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Purpose
It is the policy to maintain a Performance Management System approved by the corporate management. Such a system includes several components:
a corporate / HR policy,
individual employee work plans,
work profile
development plans,
an education/training program,
a dispute resolution process, and
a performance management and pay history.
The organization views the Performance Management System as a communications system designed to help employees succeed. It is directed by managers and supervisors but requires active participation by employees. The Performance Management System ensures that employees:
are aware of their principal job functions,
understand the level of performance expected,
receive timely feedback about their performance,
have opportunities for education, training and development, and
receive performance ratings and rewards in a fair and consistent manner.
Performance appraisal information is one consideration in making other personnel decisions such as promotions, performance-based disciplinary actions, and salary increases. Proposed personnel actions must be consistent with overall evaluations. Although there is a relationship between performance appraisals and determining employee eligibility for performance-based salary increases and bonuses, the System's primary focus is on managing employee performance towards the successful achievement of expectations set forth in the employee's work plan.
Performance Management Cycle
The Performance Management Cycle includes the following elements:
Work Plan
Work Profile
Development Plan [ education /training/development programs]
Work Planning Conference
Interim Performance Review
Annual Performance Review
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PERFORMANCE APPRAISAL INTERVIEW
BEFORE THE INTERVIEW
***What the Supervisor/Manager should do
Decide whether each preliminary objective represents a priority need.
Check for technical completeness of objectives. Is there a clear performance standard, completion deadline, and method of checking results ?
Judge whether performance standards are realistic (not too easy, not too difficult).
Decide if the subordinate has sufficient authority in the objective area.
Specify any required personnel co‑ordination needed to achieve an objective.
Determine if needed resources can be provided.
Note whether foreseeable contigencies should be recognised.
Consider the extent of personal support that the subordinate will require for improved performance.
Examine the subordinate's other job responsibilities to see if any are being neglected.
Determine whether additional objectives are appropriate.
Insure that there are neither too few nor too many objectives in total.
DURING THE INTERVIEW
***What the Supervisor/Manager should do
Select a convenient interview location and stress the meeting's importance. Be prompt and allocate sufficient time for an uninterrrupted discussion.
Begin with small talk to set the subordinate at ease: tailor the approach to the individual.
Request that the subordinate explain each objective. Provide ample opportunity for developing insight into the objectives. Listen with interest and understanding.
Ask questions based on prior preparation and new information. Encourage subordinate to respond and ask his/her own questions.
Ask how superior can help subordinate do an even better job. ,Take notes on agreed support.
Avoid placing the subordinate in a defensive position. Keep
advice to a minimum. Avoid clashes over personality
differences, weaknesses and past mistakes; avoid arguments.
Provide postive comments whenever possible. Be open about ideas. Seek self‑awareness and mutual understanding, Help him/her gain insight into his/her behaviour and its consequences. Concentrate on anticipated performance. Future improvement should be the focus.
See that final objectives meet technical requirements (clear performance standard, completion deadline, and method of checking).
Remember that setting objectives is a joint process. Compromise when possible. Be willing to change viewpoints.
Be willing to resolve serious controversies (in the final analysis, there must be a boss).
AFTER THE INTERVIEW
***What the Supervisor/manager should do
Maintain a historical and current file on each subordinate's objectives.
Develop checks and reminders for using with each subordinate to insure continuous progress.
In a timely and informal way, let subordiates know that he/ she is interested in week‑to‑week progress.
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BEFORE THE INTERVIEW
***What the Employees should do
Develop preliminary objectives that have a clear performance standard and completion deadline
Provide the superior with a copy of the preliminary objectives prior to the interview.
Prepare supporting data for each objective.
Decide what resources and co‑ordination will be necessary.
List questions and problems for discussion with the superior.
DURING THE INTERVIEW
***What the Employees should do
Present objectives vigorously.
Be thorough and confident in discussing each objective.
Accentuate the positive by emphasising what should be done.
Listen carefully to the supervisor/manager's responses, both positive and negative. They are important indications of his/her priorities and perception of career development.
Insist on final agreement. Do not leave questions hanging in the air. Use the opportunity to bring differences out into the open and resolve them.
AFTER THE INTERVIEW
***What the Employees should do
Set up a method for regularly reviewing progress toward objectives.
Renegotiate objectives when major changes occur.
Let the supervisor/manager know when progress is lagging.
Let the supervisor/manager know when a lack of co‑ordination or resources requires action.
