Performance Appraisal Methods.ppt
- 2. Objectives of this session To explain Performance Appraisal methods To provide examples of how objectives can be written in SMART way To explain Individual Development Plan To accommodate suggestions and overcome concerns.
- 3. Basic Concepts in Performance Management and Appraisal Performance Appraisal Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance. Performance Management An integrated approach to ensuring that an employee’s performance supports and contributes to the organization’s strategic aims.
- 4. An Introduction to Appraising Performance 1 Is useful in career planning. Plays an integral role in performance management. Why Appraise Performance? Is basis for pay and promotion decisions. Helps in correcting deficiencies and reinforcing good performance. 2 3 4
- 5. 5 Performance Management Process PLAN PERFORMANCE (Strategic, Operational Plans Job Clarification) SUPPORTING PERFORMANCE (Monitoring, Coaching, Feedback) FINAL REVIEW OF PERFORMANCE (Results vs. Expectations)
- 6. HOW TO WRITE OBJECTIVES Why am I doing this? How will we measure what has been achieved – cost, profits, quality? What does success look like? How will I get this done – what actions are needed, what behaviours are required?
- 7. Writing OBJECTIVES Specific – are clear about what needs to be achieved. Measurable – include concrete easily measurable criteria, quantitative and/or qualitative. Attainable –not too tough or too easy. Realistic – challenging yet attainable. Time-bound – has a clear target date, defines urgency SMART
- 8. 9–8 Performance Appraisal Methods 1 2 3 4 5 Paired comparison Simple ranking Forced Distribution Graphic Rating Behavioral Observation 6 7 8 9 10 Critical Incidents Behaviorally anchored rating scales (BARS) Management by objectives (MBO) Computerized and Web-based performance appraisal Merged methods Appraisal Methodologies
- 9. Methods of Measuring Performance a) Ranking Method: Is very old and simple form of performance appraisal. An employee is ranked one against the other in the working group or department. Example: If there are ten workers in the working group. The most efficient worker is ranked number one and the least efficient worker is ranked as number ten.
- 10. Ranking Methods Versus Rating Methods The simple ranking method involves having the manager rank-order, from top to bottom or from best to worst, each member of a particular work group or department.
- 11. Ranking Methods Versus Rating Methods The paired comparison method It involves comparing each individual employee with every other individual employee, one at a time. It helps make the ranking method more precise.
- 12. Ranking Methods Versus Rating Methods
- 13. Ranking Methods Versus Rating Methods The forced distribution method involves grouping employees into predefined frequencies of performance ratings.
- 14. Forced Ranking/Distribution Forced ranking can help build high performance org. by ensuring that managers clearly distinguish among employee performance level. Can be arbitrary, unfair, & expose organization to lawsuits Inherent subjectivity Forced rankings tend to be more effective in organizations with high-pressure, results-driven culture
- 15. Graphic Rating-Scale Method Performance appraisal whereby each employee is rated according to a scale of pre-defined characteristics that are job performance related.
- 17. Behaviorally Anchored Rating Scale (BARS) A behavioral approach to performance appraisal that consists of a series of vertical scales, one for each important dimension of job performance.
- 19. Behavioral Observation Scale (BOS) Employees are evaluated according to how frequently they exhibit the required behaviour for effective performance. The scores for each of these observed behaviours can then be totalled to produce an overall performance score. In such instances, the various measures of behaviour are normally weighted to reflect the relative importance of the measure to the overall job.
- 20. Behavioral Observation Scale (BOS)
- 21. Critical Incidents Do not generally utilizes scale. The evaluator provides specific examples of behaviors / outcomes recorded over the feedback/evaluation period. This process can be very time consuming but it allows the feedback to cite specific examples of general measures instead of general impression
- 22. Critical Incidents- Example Significant Incidents / Observed Behaviour Significant Positives Significant negatives Examples The employee identified a crucial need for a change and wrote a programme that insistently solved the existing problem. The employee brought to department’s attention consequences that were not taken into consideration and provided solutions to overcome them. Examples The employee intentionally overlooked to inspect items leading to damage in major parts of the used machine. The employee aggressively dealt with colleagues/ students resulting in dramatic consequence. The employee postponed actions on assigned project claiming they are tedious. The employee continually resists recommendations for improvement and keeps the same stagnant performance.
- 23. Management By Objective (MBO) Philosophy of management that rates performance on the basis of employee achievement of goals set by mutual agreement of employee and manager.
- 24. Advantages of MBO Employees Can Measure Performance Quantifiable Goals Joint Effort Employee Satisfaction in Participation
- 25. 25 Individual Development Plan Employee Development Needs Competence Area of Development Action Plan Expected Time Identify 1-3 Weakness (Operational / managerial/ Technical) Points 1- 2- 3- List recommended learning methods based on learning needs and the employee level of competence. Define the duration of time expected to reach the benchmark.
- 26. 26 Individual Development Plan Action Plan Brief Training ( Off the Job) / Workshop / Seminar/ Management games Individual is receiving the training workshop/seminar/ management games off premises. Coaching / Mentoring Individual is set for one – to – one discussions with line manager or senior colleague Self-Learning / Reading / E- Learning Individual plans own self-learning activity and supported by line manager On-the-job training / Shadowing / Knowledge Sharing Individual learn through observing or being assisted by a colleague with more experience of performing the task Professional Qualifications Individual is requested to pursue studies like professional certification or postgraduate studies.