Performance Appraisal Uses

Topic 7Managing Employee Performance and AppraisalPLEASE SIT IN YOUR TEAMS. THERELL BE A 5% TEAM ACTIVITY TODAY

A system to ensure employees work in a manner aligned with organisational goals & maximizes employees potential in a job.Appraisal interview a formal discussion held between a manager and his subordinates to discuss the performance of the employee in a specified period.Performance management?Encourage quality performance by rewarding those who do well.Improve current performance by giving feedback to workers.Identify training needsInitiate fair disclipinary proceedingsProvide a channel of communication between managers and their subordinates.What do you think are the benefits of a performance appraisal?Components of an employees performance management systemBasic Performance Appraisal ProcessConduct a Job Analysis (e.g., specify tasks and KSAs)Develop Performance Standards (e.g., define what is superior, acceptable, and poor job performance)Develop or Choose a Performance Appraisal Approach6Accountabilities / main tasks / main dutiesKey result areas (KRAs)TargetsGoals / objectives / work norms / performance standardsCompetencies

Setting Appraisal ObjectivesWho is involved in the appraisal process?Goals will be negotiated with the subordinateHelp will be given with actions plansCounseling will be given

The Appraisal InterviewOpening:Remind employee of purpose of discussionWelcome input from employee

Begin discussion:Discuss employees self-evaluationReach agreement on achievements in time period under discussionSet objectives for next time periodDiscuss action plan to overcome weaknesses, if any.The Appraisal InterviewWhen an employee is problematic what can be done?Disclipinary interviewsRetrenchment exercisesCareer development interviewsPre-retirement programs

Counselling

Technology and Client/Customer FeedbackOther examples: Amazon, eBay, Trip Advisor, iTunes

Technology and Client/Customer Feedback (cont.)

Amazon

Other Examples of Internet-Based Performance InformationOther Examples of Internet-Based Performance InformationExpedia

The standard rooms are very, very small, I had only one bag and no place to put it. you could barely turnaround in the bathrooms. I love the decor/ art deco style but a little updating is definitely do. Rating: 2.0That's the second time I stay in this hotel. The location is fantastic and the rooms, in general are very comfortable. The view from the top, at the breakfast place is superb. Rating: 4.03. Problem Solving/TroubleshootingDefinition: Uses a logical, step-by step approach to identify and solve process problems 1 2 3 4 5

Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations ExpectationsFails to understand how equipment and processes interrelateDoes not complete checklists or other required formsIs not able to identify root causes of process deviationsDoes not consistently meet A2E expectationsDepends on others to solve problemsUses available resources (e.g., drawings, checklists, forms, peopleengineers, data historian) to determine the root cause of problemsSelects and interprets data to solve problemsInvestigates the nature of equipment and process malfunctions on an ongoing basisParticipates in A2E efforts

Develops novel, safe and effective solutions to current problemsAnticipates problems before they occur and suggests solutionsTakes ownership in problem solving and sees it through to completionEffectively leads problem solving efforts (e.g., A2E, handles complicated analysis requests on ones own)Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________4. TeamworkDefinition: Strives to build and maintain a good working relationship with ones work group; shares information with team members; accepts ideas and opinions of others 1 2 3 4 5

Well Below Expectations Below Meets Expectations Consistently Exceeds Outstanding Expectations ExpectationsDoes not respond to work requests from other team membersFails to share information and/or resources with othersRefuses to help co-workersConflicts with coworkers on 'yours not mine' work situations, or is known to say "that's not my jobFrequently complains or makes negative or derogatory remarks about site initiatives, leadership, and/or fellow workersIs slow to respond to work requests from other team members or managementConsiders alternative solutions provided by team membersAccepts and provides feedback to othersShares information (e.g., trends, status updates) and/or resources with others when askedReadily offers to help other team members on tasksWorks with support services and other areas (e.g., maintenance) to resolve shift problems in a timely manner

Anticipates other team members needs (e.g., training, tools, equipment, information)Resolves conflicts between team membersSupports company objectives and volunteers for work duties within and outside of ones work areaSacrifices ones own needs for the need of the teamInitiates team building activities (e.g., organizing outside group activities, breakfasts)Behavioral Examples of Rating:_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Bias can happen in this processExamples of biasness in appraisal systems;Recency effectManagers take into consideration only the most recent performance, ignoring previous assignments.Halo effectMost people are more likely to appraise (rate highly) someone they like.Leniency / strictness tendencyThe manager gives high ratings to all subordinatesOr low to all.If average to all = central tendency