1. PRESENTATION ON PERFORMANCE APPRAISAL

2. What is Performance Appraisal
PA is the method of evaluating the behaviour of the employees in the workplace, normally including both quantitative and qualitative aspect of the job.
How the employee is performing
How the employee can develop
What the superior can do to make it happen
How the job is going

3. WHY conduct a Performance Appraisal
Provide information about the performance ranks. Decision regarding salary revision, confirmation, promotion and demotions.
Provide feedback about level of achievement and behaviour of the subordinate.
Provide information which helps to counsel the employees.
Provide information to diagnose the deficiency of the employees.
Provide training and development needs of the employees.

4. WHEN to conduct a Performance Appraisal
The performance review must occur atleast once in a year. Some companies review twice in a year.
However, as a part of Performance Management, the performance review is a continuing, ongoing activity.

5. OBJECTIVES of Performance Appraisal
Establish a more effective two way communication
Set performance objectives
Help improve current performance
Assess past performance
Provide feedback on performance
Identify training & development needs
Allocate rewards
Identify staff with promotional possibilities
Assist in career planning decisions

6. WHO are involved in Performance Appraisal
The Appraisee
The Appraiser
HR Department

7. Content of Performance Management
Regularity of the Attendance.
Ability to work individually or in group.
Leadership skills.
Initiative, Technical skills.
Ability to grasp new things.
Area of interest.
Attitude.
Job Knowledge.
Judgmental Skills.
Area of improvement.
Past Achievement.
Honesty and sincerity.
Innovativeness
Cost & Time consciousness
Communication

8. Traditional Methods of Performance Appraisal.
Graphic Rating Scales: This is the oldest and most widely method used for performance appraisal. The scales may specify five points, so a factor such as job knowledge might be rated 1 (poorly informed about work duties) to 5 (has complete mastery of all phases of the job).

9. Table: Typical Graphic Rating Scale
Employee Name Job title
Department Rate
Data
Quantity of work: Volume of work under normal working conditions
Unsatisfactory
(1)
Fair
(2)
Satisfactory
(3)
Good
(4)
Out
Standing
(5)
Quality of work: Neatness, thoroughness and accuracy of work Knowledge of job
A clear understanding of the factors connected with the job
Attitude: Exhibits enthusiasm and cooperativeness on the job

10. Ranking Method
This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation.

11. Performance Points Behavior
Extremely good 7
Can expect trainee to make valuable suggestions for increased sales and to have positive relationships with customers all over the country.
Good 6
Can expect to initiate creative ideas for improved sales.
Above average 5
Can expect to keep in touch with the customers throughout the year.
Average 4
Can manage, with difficulty, to deliver the goods in time.
Below average 3
Can expect to unload the trucks when asked by the supervisor.
Poor 2
Can expect to inform only a part of the customers.
Extremely poor 1
Can expect to take extended coffee breaks and roam around purposelessly.

12. Paired Comparison Method
A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings.

13. Forced distribution method
Forced ranking is a method of performance appraisal to rank employee but in order of forced distribution.

14. Checklist Method
Another simple type of individual evaluation method is the checklist.
Is the employee really interested in the task assigned? Yes/No
Is he respected by his colleagues (co-workers) Yes/No
Does he give respect to his superiors? Yes/No
Does he follow instructions properly? Yes/No
Does he make mistakes frequently? Yes/No

15. Critical Incidence Method
Under this method, the manager prepares lists of statements of very effective and ineffective behavior of an employee. These critical incidents or events represent the outstanding or poor behavior of employees on the job .
July 20 – Mr. Paul patiently attended to the major customers complaint. He is polite, prompt, enthusiastic in solving the customers’ problem.
  On the other hand the bad critical incident may appear as under:
September 28– Mr. Paul stayed 45 minutes over on his break during the busiest part of the day. He failed to answer the store manager’s call thrice. 

16. Essay Method
This method asked managers / supervisors to describe strengths and weaknesses of an employee’s behavior.

17. Confidential Report
It is mostly used in government organizations. It is a descriptive report prepared, generally at the end of every year, by the employee’s immediate superior. The report highlights the strengths and weaknesses of the subordinate.

18. Modern Methods

19. MBO
A process whereby the superior and subordinates of the organization jointly identify its common objectives, define each individual’s major areas of responsibility.
Establishment of Goals
Setting the performance standard
Actual level of job attainment is compared with the goals agreed upon.
Establishing new goals and new strategies for goals not previously attained.

20. PSYCHOLOGICAL APPRAISALS:
When psychologists are used for evaluations, they asses an individual’s potential. The appraisal consists of in-depth interviews, psychological tests, discussions with supervisors and a review of other evaluations.

21. Assessment Centre
This not a technique of performance appraisal by itself. In fact, this is a system or organization where assessment of several individual is done by experts by using various techniques. These techniques used role playing, case studies etc.

22. 360 DEGREE FEEDBACK

23. What is 360 DF?
360 Degree Feedback is a multi - rater feedback system where an individual is assessed by a number of assessors including his boss, direct reports, colleagues, internal customers and external customers

24. Feedback collected from Using a specially designed tool
What is 360 DF?
Feedback collected from
Using a specially designed tool
Anonymously
“Boss”
Internal Customers
Peers
Self
Team Members
External Customers

25. Common Problems Associated with Conducting the Appraisal
Halo/horn effect – employee’s extreme competence in one area “shines” over all others. Conversely, employee does poorly in one area and this overshadows all areas.
Bias – own prejudices {race, national origin, gender, appearance, etc.} influence the appraisal
Comparison Rating – contrasting one employee with another

26. Common Problems Associated with Conducting the Appraisal
Central Tendency – rate everyone as average
Recency Effect – focusing on recent performance instead of entire year
Personal Prejudice – If the rater dislikes one group or employees, he may rate them at the lower end.
Favoritism – evaluating friends or those who don’t make waves, etc. more favorably than others

27. By: Sandeep Tomar