Class xx performance appraisal
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No, there is no such thing as a 720 degree feedback process. 360 degree feedback involves collecting feedback on a person's performance from their supervisor, peers, direct reports, and sometimes customers or others. This provides a 360 degree view of their performance from different perspectives. Adding another 360 would not make conceptual sense.
Class xx performance appraisal
- 1. Human Resource Management IIFT Class X , September 5 , 2013
- 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)
- 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
- 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
- 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 ?
Editor's Notes
- #4: Morhman et al (1989) identify four separate components of performance. They state that, “A performance consists of a performer engaging in behaviour in a situation to achieve results.” The authors indicate that most types of appraisal systems focus on the performer, the behaviour or results. They go on to classify the types of performance appraisal systems into four categories: Performer- oriented approaches; behaviour-oriented approaches; results-oriented approaches and comparison-oriented approaches.
- #7: Aguinis (2005) defines performance management as, “a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization.”
- #8: He contends that, “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.” He describes this rather, as only a performance appraisal system.
- #25: Remember this is not an appraisal discussion. This is discussion about aspiration wrt his potential.
- #27: We now come on to page 11. Writing the development objectives. The who, what, why, when, where and how.