PERFORMANCE

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PERFORMANCE APPRAISAL
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OBJECTIVES OF PERFORMANCE APPRAISAL/MANAGEMENT

• Strategic
• Link individual job behaviors to strategic
  objectives
• Development
• Improve performance, motivation and skill
  development
• Identify individual potential
• Administrative
• Compensation and placement decision
• Evaluate personnel selection and training
  effectiveness

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Performance Appraisal Evaluating an employees
current and/or past performance relative to
his/her performance standards. Performance
Management process that consolidates goal
setting, performance appraisal and development
into a single system. The aim is ensuring that
employees performance is supporting the
companys strategic objectives.
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VALUE OF PERFORMANCE MANAGEMENT

• TO THE ORGANIZATION
• Assess performance
• Audit skills and talents, for future staffing
  decisions
• Provide information for compensation decisions
• Determine promotions and layoffs
• Audit potential

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VALUE OF PERFORMANCE MANAGEMENT

• TO THE INDIVIDUAL
• Provide effort and work recognition
• Establish work objectives for the future
• Discuss future job opportunities within the
  company
• Establish training and development plans, based
  on individual needs
• Identify counseling areas
• Opportunity to exchange ideas, objectives,
  ideals, anxieties and difficulties

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VALUE OF PERFORMANCE MANAGEMENT

• TO THE SUPERVISOR
• Improve individual performance through
  development of skills and competencies
• Assure that subordinates can perform their
  jobs
• Provide adequate incentives

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APPRAISAL CRITERIA

• Relevant aspects of performance, on which
  appraisal is made.
• Single
• Multiple
• Composed

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EVALUATORS

• Immediate supervisor
• Subordinate
• Colleagues
• Self
• Clients

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Evaluators frequency of behavior observation
360º FEEDBACK
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SYSTEMATIC APPRAISAL ERRORS

• Leniency
• Central tendency
• Severity
• Halo
• Recenticity
• Similitude / Contrast

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REDUCTION OF SYSTEMATIC ERRORS

• Training of evaluators/appraisers
• Commitment from top management
• Required feedback session
• Appraisal of appraising skills

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APPRAISAL INSTRUMENTS

• Attribute scales
• Behavioral scales
• Results
• Absolute vs relative approach

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DEVELOPMENT
ADMINISTRATIVE
Information for merit rewards promotions/layoffs
Improve performance
Objective
Comparison basis
Relative
Absolute
Evaluation technique
Results Behavioral scales
Graphic/ attribute scales
Role of supervisor
Counselor/Coach
Judge
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APPRAISAL INTERVIEW
1 - Preparation Job Description Previous
appraisal Specific examples
2 - Atmosphere Honesty Positive language
Allow appraised to speak
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APPRAISAL INTERVIEW
3 - Structure Agenda
4 - People you know well Extra time Extra
care with language
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APPRAISAL INTERVIEW
5 - Bad performance Search for reasons
Search for controllable events
6 - Development and objective definition
7 - Closing
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FEEDBACK
1 - Focus on specific behaviors 2 - Do not focus
on personality characteristics 3 - Maintain
feedback related with job objectives 4 -
Timely 5 - Assure comprehension 6 - If
negative, assure that behavior is controllable by
appraised 7 - Feedback adapted to the person
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DEFINING OBJECTIVES
1 - Identify key tasks 2 - Specific and
challenging objectives for each key task 3 -
Specify deadlines for each objective 4 - Allow
subordinate participation 5 - Prioritize 6 - Rank
objectives by importance and difficulty 7 - Build
in mechanisms of intermediate feedback 8 - Create
contingent rewards
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EFFECTIVE GOALS
S Specific M Measurable A Achievable, but
challenging R Reasonable T Timely