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Asked by : Sarada M, Senior HR Generalist
Keywords : Performance Appraisal
Activity: Question posted: 07 08 2008 01:50:25 +0000, 17 answers, 28393 views, last activity 04 08 2013 12:57:29 +0000
 
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Friends:

I am doing research on Performance Appraisal and Training and Development processes, which play major role for organizations..

I want to identify the gaps and design a new process analysing the process followed by various organizations.

Request you to give the outline of the process of PMS and T&D at your current organization.

Thanks,

Sarada 

 

 
 Top Answer :
Rating : +2 

Am sure you shall get ample inputs on the usual process followed. I wanted to make a couple of observations, which must be kept in mind, else the process gets lost in the process issues itself.

1. Its vitally important that Perf appraisal not just looks back at the year and assess whats done, but also pegs 'potential' assessment of the individual and most importantly, in tangible terms defined  a career progression for the individual. Only if such a holistic process is followed can there be enough mutual trust between the employee and supervisor to generate success of the process.

 2. Its also important that HR process remains distinct and independent than the business, and only merege at the top most level, else most of the processes become a task to be ticked between business and HR and nothing more, irrespective of howsoever fantastically they have been designed for effectiveness.

 Hope these help

 Best/

 



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by   Harjeet Kohli, Director, Corporate & Investment Bank  | 07 09 2008 00:11:45 +0000
17 Answers for "Performance Appraisal"
  Answered by     Nick Shah, Category Manager, Digital Marketing  | 04 08 2013 12:57:29 +0000
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3. What elements of your job do you find most difficult ?

4. What elements of your job interest you the most, and least ?

Can i get answere for above question

  Answer modified by     Petter Cool, Cash Officer, Panoramic Universal Ltd.  | 02 19 2013 18:05:55 +0000
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I have to give my appraisal. I got a question " Please define you job proflie." What is the correct answer?

Please help me asap.

With Regards

Petter

  Answer modified by     Tulsi Arora, Client Servicing/Key Account Manager, Fidelity IT Jobs  | 08 19 2008 22:28:06 +0000
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Rating : +1 

 

Appraisals and performance assessment are an essential part of every organization whether big or small. Performance evaluations are generally based on the assessment of progress and productivity, job credentials and skill sets, and personality and behavior traits of employees. They are based on a persons competencies and in a way recognize his talent.

Normally appraisals are conducted annually or half-yearly and a traditional top-down appraisal strategy is followed where the superiors appraise their underlings. But, very often appraisals are not fair because of various reasons at times the managers don't have a clear idea about the performance of his junior, negative feedback from his immediate superiors because of personal conflicts or other personal grudges.

Today, 360 degree appraisals are widely used our organizations to ensure a fair performance appraisal process.

  Answered by     Abhishek Tiwari, Tech Lead (Network/Servers), STPL India  | 08 13 2008 06:31:14 +0000
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gud question

  Answer modified by     Hardik Patel, Team Lead (Staffing and Recruitment), Rishabh Softwares Pvt. Ltd. / Rishi Infotech Pvt. Ltd  | 07 21 2008 11:51:01 +0000
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Rating : +1 

A1 State your understanding of your main duties and responsibilities.

A2 Discussion points:

                        1.Has the past year been good/bad/satisfactory or otherwise for you, and why?

                        2.What do you consider to be your most important achievements of the past year?

                        3.What do you like and dislike about working for this organisation?

                        4.What elements of your job do you find most difficult?

                        5.What elements of your job interest you the most, and least?

 

 

6. What do you consider to be your most important aims and tasks in the next year?

 

7. What action could be taken to improve your performance in your current position by you, and your boss?

 

8. What kind of work or job would you like to be doing in one/two/five years time?

 

9. What sort of training/experiences would benefit you in the next year? Not just job-skills - also your natural strengths and personal passions you'd like to develop - you and your work can benefit from these.

 

A3 List the objectives you set out to achieve in the past 12 months (or the period covered by this appraisal) with the measures or standards agreed - against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent):

objective measure/standard score comment


 

 

A4 Score your own capability or knowledge in the following areas in terms of your current role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate bring evidence with you to the appraisal to support your assessment. The second section can be used if working towards new role requirements.

 

            1. commercial judgement

            2. product/technical knowledge

            3. time management

            4. planning, budgeting and forecasting

            5. reporting and administration

            6. communication skills

            7. delegation skills

            8. IT/equipment/machinery skills

            9. meeting deadlines/commitments

            10. creativity

            11. problem-solving and decision-making

            12. team-working and developing others

            13. energy, determination and work-rate

            14. steadiness under pressure

            15. leadership and integrity

            16. adaptability, flexibility, and mobility

            17. personal appearance and image

 

 

others (for current or new role):

18. corporate responsibility and ethics

 

A5 In light of your current capabilities, your performance against past objectives, and your future personal growth and/or job aspirations, what activities and tasks would you like to focus on during the next year. Again, also think of development and experiences outside of job skills - related to personal aims, fulfilment, passions.


 

Part B To be completed during the appraisal by the appraiser - where appropriate and safe to do so, certain items can completed by the appraiser before the appraisal, and then discussed and validated or amended in discussion with the appraisee during the appraisal.

 

B2 Review the completed discussion points in A2, and note the points of and action.

 

B1 Describe the purpose of the appraisee's job. Discuss and compare with self-appraisal entry in A1. Clarify job purpose and priorities where necessary.


 

 

B3 List the objectives that the appraisee set out to achieve in the past 12 months (or the period covered by this appraisal - typically these objectives will have been carried forward from the previous appraisal record) with the measures or standards agreed - against each comment on achievement or otherwise, with reasons where appropriate. Score the performance against each objective (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). Compare with the self-appraisal in A3. Discuss and note points of significance, particularly training and development needs and wishes, which should be noted in B6.

objective measure/standard self-score/app'r score comment


 

 

B4 Score the appraisee's capability or knowledge in the following areas in terms of their current (and if applicable, next) role requirements (1-3 = poor, 4-6 = satisfactory, 7-9 = good, 10 = excellent). If appropriate provide evidence to support your assessment. The second section can be used for other criteria or if the appraisee is working towards new role requirements. Compare scores with the self-appraisal in B4. Discuss and note agreed points training/development needs and wishes (to B6).

 

others (for current or new role):

18. corporate responsibility and ethics

 

            1. commercial judgement

            2. product/technical knowledge

            3. time management

            4. planning, budgeting and forecasting

            5. reporting and administration

            6. communication skills

            7. delegation skills

            8. IT/equipment/machinery skills

            9. meeting deadlines/commitments

            10. creativity

            11. problem-solving and decision-making

            12. team-working and developing others

            13. energy, determination and work-rate

            14. steadiness under pressure

            15. leadership and integrity

            16. adaptability, flexibility, and mobility

            17. personal appearance and image

 

 

B5 Discuss and agree the appraisee's career direction options and wishes, and readiness for promotion, and compare with and discuss the self-appraisal entry in A5. (Some people do not wish for promotion, but everyone is capable of, and generally benefits from, personal development - development and growth should be available to all, not just people seeking promotion). Note the agreed development aim(s):


 

 

B7 Discuss and agree the specific objectives that will enable the appraisee to reach competence and to meet required performance in current job, if appropriate taking account of the coming year's plans, budgets, targets etc., and that will enable the appraisee to move towards, or achieve readiness for, the next job level/type, or if no particular next role is identified or sought, to achieve the desired personal growth or experience. These objectives must adhere to the SMARTER rules - specific, measurable, agreed, realistic, time-bound, ethical, recorded.

 

B6 Discuss and agree the skills, capabilities and experience required for competence in current role, and if appropriate, for readiness to progress to the next role or roles. Refer to actions arising from B3 and the skill-set in B4, in order to accurately identify all development areas, whether for competence at current level or readiness to progress to next job level/type.) Note the agreed development areas:


 

 

Grade/recommendation/summary as applicable:

 

Signed and dated by appraisee: and by appraiser:

 

B9 Other issues (to be covered separately outside of this appraisal -continue on a separate sheet if necessary):

 

Refer to the guidance notes. Personal development and support must be offered to all employees, irrespective of age, gender, race, disability, etc., and not just to those seeking promotion. Development is not restricted to job skills - it includes 'whole person'. Use your imagination. Job skills training isn't restricted to courses. Think about coaching, mentoring (by and of the appraisee), secondment to another role, holiday job cover, shadowing, distance-learning, e-learning, books, videos, attending meetings and workshops, workbooks, manuals and guides,researching, giving presentations; anything relevant, helpful and agreed to help the person develop. Avoid committing to training expenditure before suitable approval or availability has been confirmed. Understand development options and procedures before conducting the appraisal. Develop the whole person.

 

B8 Discuss and agree (as far as is possible, given budgetary, availability and authorisation considerations) the training and development support to be given to help the appraisee meet the agreed objectives above.

  Answered by     SK , Manager Genpact  | 07 20 2008 12:45:36 +0000
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Rating : +1 

Adding to the above mentioned responces.

  1. Intially, it would be tough for any manager to scale a employee at the end of the year. Month one-on-one where the manager and the employee discuss about the Achivement,Training and development,Concerns, Goals(SWOT format) where both employee and manager sign on this particular document.
  2. End of the year respective manager will go through these monthly one-on-one based on these a sutible Career Path is formulated.
  3. Everytime we have a heard approach towards these Appraisal and training. Design these based on your industry,culture and workforce.

 Regards,

SK

  Answered by     Hitesh Thakkar, Project Manager, Sun Microsystems India  | 07 17 2008 00:03:34 +0000
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Hi Sarada,

 I belong to IT industry with Banking as specilisation. It is difficult to provide entire lifecycle of good PMS in this space but I can take out some of the best practices in Banks and IT Industry which can be useful inputs.

 IT Industry:

1. Personal Performance Parameters - Performance parameters are technical and soft skills to cover 180 degree of employee. (Personal Victory)

2. Organisation parameters - Another 180 degree covers his team dynamics and performance, his alignments of actions and thoughts with his boss and boss's boss i.e. Top management side of employee.  (Public Victory)

3. Growth Paramters - How employee would like to see him in next 1/3 years in terms of his personal and public victory. ( Sharpen the Saw) as well as for managers leadership qualities (Similar to Habit 8).

Methodology followed  is to capture the parameters each year with

step 1 as self apprisal where employee need to do self assessment ( Usually asked to do it faithfully but never done so sometimes :-))

Step 2 - Apprisal with reporting manager and

step 3 sometimes covered as part of apprisal of reporting manager about his leadership or Apprisal with reporting boss's boss.

Step 4 - HR captures and covers it into weighted average  of these parameters ( with mix of Management inputs and company performance parameters)

Step 5 - Output is in two forms

A. Incentives and other financial rewards calculatd ( Bricks and Bats)

B. Training and career improvement plan for HR and Traning dept.

 Since, I am dire fan of Stephen Covey I tried to map with his Effectiveness Habits model for humans.

Banking Industry:

1. Personal performance Parameters - Banking is driven by operations and metrics used is volumn of business generated or handled, for managers new products and it's success in terms of returns/revenue generation.

2. Organiasational PArameters like branding, growth etc. for general manager or VP kind of profile are measured but mainly assessed for team and leadership qualities.

Methodology is not 360/180 degree feddback and usually one on one meeting for performance cum feedback session happens informaly with HR report goes into employee record.

 

  Answer modified by     Yadaiah Pathkula, QA- Project Lead, Infosys Technologies  | 07 16 2008 07:44:48 +0000
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Hi Sarada,

1) Appraisals depend on Managers, Senior Manager's and Leads. Company says that if an employee is not satisfied with his appraisal, he can approach the seniors, when an employee approaches its of no use. Instead employee is targeted just because he went to senior management,starts feeling uncomfortable in the team and ultimately employee decides to switch. Politics, favourism takes a major role.

2) Transperency is in papers, reality is in the hidden policies which will be put across at the end in most of the organizations.

3) Companies are more concerned about getting business and least bothered about Employees needs.

 

 

  Answered by     Ritesh Tandon, Software Developer, IBM  | 07 16 2008 03:37:03 +0000
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Rating : +1 

Hi,

 

 Quite a number of good answers, as said to measure performance expectations should be set and later evaluated. But evaluation is a very critical part so all the expectation set should be very atomic and discrete in nature. Purpose is they should be easily calculative or converted to numbers. Avoid expectations like "Improve Communication", improve product performance, fixing bugs (if you have to add this put a number), R&D etc.

  Answered by     giridhar patha, Team Leader -(Technical), syntel Limited  | 07 12 2008 19:52:34 +0000
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Hi,

As per my experience, PMS is in place in most of the organizations as a process but not used in a right manner.  This is the toughest hurdle for any Project Manager and HR to satisfy the employee.  This is the process of  performance evaluation.  In Software Industry setting up Goals is not at all easy, as you dont know what kind of work we are going to do.  Some times development project which is scaled on delivarables, some times Support project which is scaled on SLAs. Instead of saying Goals if you say expectations on employee will sounds good for me.  Expecations on the employee will be setup at the starting of the year based on their experience.   There is no certainity of the manager who setup the expectations for you will evaluate it in the end of the year. So performance  should be evaluated once in 3-6 months as the employee will also know how he/she needs to improve performance and  can plan how to meet the expecations.  This will record how the employee is improving his/her performance.

Performance evaluation of an employee should be done by their  supervisor/manager and suboordinates(if any) also. This centralize the evaluation process and subordinate need not to look for supervisor's mercy.  And I feel this improve co-ordination in the team. 

But most of the organizations will not follow the ethics of the process, as they already decides the percentages of increments and  finds the critical projects where they need to keep employees happy.  This spoils the transperancy of the process.  

I drafted my thoughts depending on my experience.  Hope this makes sense and useful.  I am not a Project Manager or HR, so that I dont know what are the difficulties they have in implementing the process.  Please let me know your comments if any.

 
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