Appraisal

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What is
Appraisal
Syed Imtiaz Hussain
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Objective
Performance Appraisal has two objectives
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To help those appraised develop and improve their
performance in future
To help the organization evaluate the performance
of its employees and hence pay them for their
contribution
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Objective
In principle, there is no conflict between these
objectives.
In practice people will respond differently to an
appraisal scheme according to how they perceive
the weight of these objectives.
The first encourages people to be open about
their needs and shortcomings the second does not.
The organization must decide the balance to be
struck.
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What is Appraisal?
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What is Appraisal?
Performance Appraisal is a system for achieving
organizational goals through the review of
employee performance against individual or group
objectives.
An appraisal is a formal evaluation of the extent
to which the employee has achieved the objectives
established in the performance plan.
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What is Appraisal?
The primary purpose of Performance Appraisal must
be to improve the effectiveness of employees in
their various areas of responsibility as they
assist the institution to reach its
organizational goals.
We believe that individuals desire to perform at
a high level, and it is the institution's
responsibility to assist them in doing so.
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What is Appraisal?
Performance Appraisal is an important tool of
Human resource management since it reflects an
evaluative judgment of the traits,
characteristics as well as the work-performance
of the employees on their jobs.
Performance Appraisal is on the up and up. It
used to represent the one time of the year when
getting on with the work was put on hold while
enormous quantities of management hours were
spent in the earnest ritual of rating and ranking
individual performance.
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What is Appraisal?
Obviously, therefore, the utility or importance
of employee Performance Appraisal within an
organization is really very great from the point
of view of employees- sub-ordinates and
supervisors as well as the organization.
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Appraisal PROCESSES
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Appraisal PROCESSES
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Appraisal PROCESSES
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Challenges in Appraisal
Almost every organization is challenged by
frustrating employee-related challenges.
These cost your company time, money, resource,
lost opportunities, and reduced productivity, to
name a few.
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Challenges in Appraisal
It has to be realized that any people-management
process is one of engagement.
Whether it is performance management or career
planning, it is necessary for senior management
to accept ownership for their actions. Avoiding
the discomfort of confronting affected employees
cannot be termed as responsible managerial
behavior.
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Challenges in Appraisal
To avoid such eventualities, it is necessary for
senior management to realize that they have to be
transparent and consistent in their people
management interactions and actions at all level
at all times.
The time has come for a radically new way to
gauge organizational performance.
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Challenges in Appraisal
Every company today is struggling to grow and
manage its value. Increasingly that value is
derived from intangible assets such as human
intelligence, brand recognition, customer
service, and quality. Yet, we have no systematic
way to measure these intangibles.
That's why the gap between the numbers on a
company's accounting statements and its market
valuation continues to widen.
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Appraising to Decide REWARDS
Performance is rarely determined solely by
individual merit. The organization requires
people to work together supportively to achieve
its objectives. Most people's performance is
more determined by the quality of their
interactions and the information they get from
others than anything else. They also contribute
in an immeasurable way by helping others.
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Appraising for DEVELOPMENT
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Appraising for DEVELOPMENT
To do this effectively requires-
A system for doing it
Managers to have the skills to do it
Those involved to want to take part
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Appraising for DEVELOPMENT
The third item takes the most managing. People
will usually be more committed to processes when
they are involved in the decision making.
Problem solving workshops to develop and explore
the options are one way forward.
The system and forms required are less critical
for success than the other two factors. Many
options exist the best systems are simple,
flexible and practical.
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Appraising for DEVELOPMENT
Managers need good interpersonal skills to get
the best out of appraisal. The heart of it is the
interview with the subordinate. The manager
must listen well and with understanding to create
trust and openness.
The manager may need counseling, coaching and
feedback skills to enable development. He/she
will ideally be open about his/her needs too.
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OPTIONS for Developmental Appraisal
The following are possible-
Self Appraisal
The person writes down an assessment of his/her
performance last year and development needs next
year. This forms the basis of a developmental
interview with the boss. At the end both agree
actions.
Advantage
Encourages open communication
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OPTIONS for Developmental Appraisal
Peer Appraisal
The person seeks comments on performance and
development needs from peers before interview
with boss.
Advantage
Wider view of the person's performance and needs
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OPTIONS for Developmental Appraisal
Customer Appraisal
As per previous slides but input now from
internal and external customers
Advantage
Feedback focused on most important issues. Can be
an important contributor to customer care
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OPTIONS for Developmental Appraisal
Two Way Appraisal
The discussion of performance and development
needs is two-way between boss and subordinate.
It includes how they can be more helpful to
each other in future.
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OPTIONS for Developmental Appraisal
Two Way Appraisal
One method is the 'Team of two' approach where
each party writes down. 'What I can do to help
you?' What you can do to help me? The lists are
then shared and positive plans made.
Advantage
Highly developmental for both and very positive
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TRAINING for Appraisal
Setting up an appraisal scheme is an organization
development project. It will be much easier if
you use an outsider to help the organization
think through the possibilities and plan the
appropriate interventions
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TRAINING for Appraisal
Managers will probably need training in coaching,
counseling and feedback skills. It will help to
precede any definite offerings with a diagnosis
of the specific needs. Then you will get what
you want. 
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TRAINING Development
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TRAINING Development
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TRAINING Cycle
Which may Include Any or All of-
Establishing the skill requirements and the
subsequent training needs of the workforce.
The design of the most suitable events and most
effective training methods for your organization
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TRAINING Cycle
Which may Include Any or All of-
Delivery of the training with additional support
for any open learning aspects.
Evaluation and validation of the training event
to ensure that you achieve identifiable and cost
effective business improvements from the
development of your staff
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SUCCESS of Appraisal System
The success of any Performance Appraisal System
depends on three factors
First and foremost, the active interest and
support of the organization's leaders, not simply
the HR department
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SUCCESS of Appraisal System
Second, time needs to be taken to train all
levels of personnel in the system's use and
objectives and
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SUCCESS of Appraisal System
Third, the appraisals must be applied uniformly
to all employees, at all levels, new and old.
There is a tendency to assume that long term,
employees know how they are doing and, therefore,
there is no need to bother with formal
appraisals. It just isn't so. Such neglect is
often interpreted as a sign that no one cares
anymore.
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CONCLUSION
Design of Performance-appraisal System of an
organization depends upon the nature and
requirement as suited to the culture of the
organization. It must address corporate,
departmental, and individual needs.
However, it is necessary that even the most well
designed system is worthless unless the senior
management is committed in implementing it in
true spirit
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CONCLUSION
The engaging relationship of people management
demands effort and sensitivity. It has to be
understood that performance management is not a
year-end effort when the whole organization goes
into a tizzy and somehow gets over it leaving
some happy and many unhappy but everybody
guessing.
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CONCLUSION
Specifically, at the senior levels of management,
it is essential that there is continuous and
credible sharing of expectations and feedback on
performance throughout the year. Only through
such an engagement can it be expected that
managers will own up their decisions on people,
which the assessed will also accept.
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CONCLUSION
We believe that properly designed and implemented
appraisal systems will force employees at all
levels to think about what their job requires,
communicate what they expect from the job, and
reach a better understanding of how well they are
accomplishing their responsibilities.
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CONCLUSION
Yes
the process is difficult and time-consuming, but
the advantage in forcing communications between
all levels and letting people know clearly what
is expected of them will result in better
performance by employees and fewer problems for
managers. We spend far too much time correcting
problems caused by misunderstandings. It makes
better sense to spend time preventing them.
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CONCLUSION
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THANKS