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8/8/2019 How to Start a Performance Appraisal
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How to start a performanceHow to start a performance
appraisalappraisal Corporate Mission and Strategic Goals.Corporate Mission and Strategic Goals.
Business and Departmental Goals.Business and Departmental Goals.
Performance and development agreementPerformance and development agreement a) performance contracta) performance contract objectives andobjectives and
accountabilitiesaccountabilities
b) Key Performance Areasb) Key Performance Areas
Performance ActionPerformance Action People get into action so thatPeople get into action so thatthey achieve planned and agreed results .they achieve planned and agreed results .
Continuous monitoring and feedbackContinuous monitoring and feedback
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Formal review and feedbackFormal review and feedback
The achievement of objectivesThe achievement of objectives
Level of competency achievedLevel of competency achieved
Contribution made by the person to upholdingContribution made by the person to upholding Feeling about the workFeeling about the work nature , scopenature , scope
demands opportunitydemands opportunity
Comments from the individual about theComments from the individual about thesupport given by his or her manager .support given by his or her manager .
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Highly effectiveHighly effective
EffectiveEffective
DevelopingDeveloping ImprovableImprovable
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Achieving ConsistencyAchieving Consistency
Forced DistributionForced Distribution
RankingRanking
TrainingTraining Peer ReviewsPeer Reviews
MonitoringMonitoring
FairnessFairness
TransparencyTransparency
EquityEquity
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EquityEquity
Criteria should be job relatedCriteria should be job related
There should be check on the appraiser.There should be check on the appraiser.
System should be valid and reliableSystem should be valid and reliable Open discussion can be doneOpen discussion can be done
Opportunity to appeal .Opportunity to appeal .
There should be proper trainingThere should be proper training
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Principles of performancePrinciples of performance
appraisalappraisal It translates corporate goals into individual ,It translates corporate goals into individual ,
teams , departmental and divisional goals.teams , departmental and divisional goals.
Continuous process .Continuous process . Relies on consensus and cooperation.Relies on consensus and cooperation.
Encourages self managementEncourages self management
Feedback SystemFeedback System Not concerned only with financial reward.Not concerned only with financial reward.
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Benefits of the performanceBenefits of the performance
AppraisalAppraisal For the OrganizationFor the Organization
For the teamFor the team
For the managersFor the managers For the individualsFor the individuals
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Performance PlanningPerformance Planning
When the organizations missionand overallWhen the organizations missionand overall
objectives are cleared the performance planningobjectives are cleared the performance planning
phase can begin . Performance Planning involvesphase can begin . Performance Planning involves
completing two criticak taskscompleting two criticak tasks
1. establishing measureable objectives for the results1. establishing measureable objectives for the results
that the individuals efforts will produce ( the what ofthat the individuals efforts will produce ( the what of
the job ) .the job ) .
2. Analyzing the way individual will go about it the (2. Analyzing the way individual will go about it the (
how of the jobhow of the job
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Key Performance AreasKey Performance Areas
-- Critical PointsCritical Points
Performance ExpectationsPerformance Expectations-- -- specific expectationsspecific expectations
The first formal step in the performanceThe first formal step in the performance
management process is the performancemanagement process is the performanceplanning session . A meeting betweenplanning session . A meeting between
employee and manager to identify expectationsemployee and manager to identify expectations
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Identifying job performance activitiesIdentifying job performance activities
Determining prioritiesDetermining priorities
Developing performance expectationsDeveloping performance expectations Setting goalsSetting goals
Setting check pointsSetting check points
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Performance DimensionsPerformance Dimensions
ResponsibilityResponsibility
BehaviorBehavior
TraitTrait
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Responsibility and DutyResponsibility and Duty
Behaviour basedBehaviour based--
Critical incidentsCritical incidents
performance dimensionsperformance dimensions
-- administrative detailsadministrative details
-- supervising personnelsupervising personnel
-- planning and directngplanning and directng -- technical job knowledgetechnical job knowledge
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Traits basedTraits based
Job related behaviours tle hat are trait basedJob related behaviours tle hat are trait based
can be identified and described in a mannercan be identified and described in a manner
that leaves little opportunity for perceptionthat leaves little opportunity for perception
problems or misunderstandingproblems or misunderstanding
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