PERFORMANCE APPRAISAL

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PERFORMANCE APPRAISAL
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MANAGEMENT PARADIGM SHIFT

• Command Control
• Ordering
• Traditional

• Lead Enable
• Subsidiarity
• Empowerment

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IMPROVEMENT BASED ON MOTIVATION
REWARD
PERFORMANCE
APPRAISAL
DEVELOP
IMPROVEMENT BASED ON DEVELOPMENT/TRAINING
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WHAT IS A PERFORMANCE APPRAISAL

• Written assessments of employees carried out, in
  a systematic way, at regular intervals.

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INDIVIDUAL PLANNING
Reflects overall corporate planning Corporate
Objectives Functional Objectives Team/Unit
Objectives Individual Objectives
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OBJECTIVES OF PA

• To improve the performance of the organisation
• To assess actual against expected performance
• To assist subordinate to improve own performance
• To establish sound working relationships
• To contribute to determining fair rewards
• To identify employees suitable for promotion
• To contribute to development of individuals

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BENEFITS OF PERFORMANCE APPRAISAL TO THE
ORGANISATION

• IMPROVED PERFORMANCE
• IMPROVED PROFITABILITY
• IMPROVED EFFICIENCY
• IMPROVED SERVICE

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BENEFITS OF PERFORMANCE APPRAISAL TO THE MANAGER

• IMPROVED PERFORMANCE
• IMPROVED COMMUNICATION
• IMPROVED RELATIOSNHIPS
• IDENTIFY STRENGHTS/WEAKNESSES
• FEEDBACK FROM SUBORDINATES

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BENEFITS OF PERFORMANCE APPRAISAL TO THE
SUBORDINATE

• CLARIFICATION OF ROLE
• FEEDBACK FROM MANAGER
• IMPROVED RELATIONSHIP
• IDENTIFIED STRENGHTS/WEAKNESSES
• KNOWING WHERE YOU STAND

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PERFORMANCE APPRAISAL DOS

• GAIN FULL COMMITMENT FROM TOP MANAGEMENT
• INVOLVE LINE MANAGERS DURING DEVELOPMENT PHASE
• CREATE AN OPEN, PARTICIPATIVE SYSTEM
• MAKE IT RESULTS-ORIENTED
• INCLUDE SPACE FOR TRAINING AND DEVELOPMENT NEEDS
• ESTABLISH A LINK WITH SALARY SOURCE

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PERFORMANCE APPRAISAL DONTS

• BEGIN WITHOUT TOP MANAGEMENT COMMITMENT
• IGNORE LINE MANAGEMENTS RIGHT TO OWNERSHIP
• LIMIT TO ANNUAL APPRAISAL ONLY
• NEGLECT TO TRAIN APPRAISERS EFFECTIVELY
• LET JOB HOLDERS GRANDFATHER CONDUCT APPRAISAL

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APPRAISAL MUST BE
C OMPLETE A CCURATE R ELEVANT E XPLICIT
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S PECIFICM EASURABLEA CHIEVABLER
EALISTICT IMED
SMART OBJECTIVES
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START OF YEAR INDIVIDUAL

• Agree Key Result Areas
• Agree Priorities
• Agree objectives of Goals Business and
  Behavioural
• Agree Performance Standards

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KRA KEY RESULT AREA

• Job holders major responsibilities
• Basics dont usually change from year to year
• May not change with a new job holder
• Typically 4-8 in number

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YOUR KEY RESULT AREAS

• If available use your job description
• What are you responsible for?
• Distinguish between RESPONSIBILITIES and OUTCOMES
• Give them an appropriate title
• Anything leftover?
• Compare to others

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AGREE YOUR GOALS

• Goal what you have to achieve this year (month,
  quarter, within deadline)
• Usually do change from year to year
• Will probably change with a new holder
• Will need to be reviewed and perhaps amended
  during the year

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BUSINESS GOALS

• For an experienced person who works in Finance
• Ensure that all MIS reports are issued to
  relevant parties by agreed deadlines

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BUSINESS GOALS

• Increase sales of Product A by 20 by December
  2004

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BUSINESS GOALS

• (For a person who works in Personnel)
• Design and Deliver one Appraisal training
  programme by end September 2004

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BEHAVIOURAL GOALS

• A SKILL, KNOWLEDGE, ABILITY OR PERSONAL
  ATTRIBUTE OR CHARACTERISTIC WHICH UNDERLIES
  EFFECTIVE PERFORMANCE IN THE JOB

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EXAMPLES

• Ability to cope with pressure
• Ability to cope with routine
• Communication skills
• Customer Focus
• Initiative
• Flexibility
• Team participation

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MORE EXAMPLES

• Ability to compromise
• Ability to influence/bring others with you
• Organisation skills
• Ability to see the other point of view
• Willingness to be open to new ideas
• Responsiveness to feedback

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WHY BEHAVIOURAL GOALS

• In order to focus on, and give credit for, the
  total performance and contribution of an
  individual during the year.
• The display of agreed abilities and behaviours
  can , in addition to the achievement of goals,
  contribute to the overall rating at the end of
  the year.
• Center around HOW you do your job or achieve
  your outputs.
• Can be related to specific business goals, or
  generally as part of overall performance

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WRITING BEHAVIOURAL GOALS

• Dont fit the SMART Model so easily
• Need to discuss and ensure understanding
• Can be strengthened by examples of what is
  wanted, and what is not.

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PERFORMANCE MEASURES

• QUANTITATIVE
• Deadline Met
• Response Time
• Number of Transactions
• Number of Telephone Calls
• Number of complaints

• QUALITATIVE
• Quality of service
• Degree of Disruption during Implementation
• Quality of reports
• Telephone Manner
• Type of Complaints made

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EVALUATING PERFORMANCE

• Must be fair and objective
• Sound judgements based on facts
• All parts of performance (what and how)
• Rating of each goal multiplied by agreed
  weighting a weighted score
• Total weighted score overall rating

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PERFORMANCE REVIEW

• Annual Review
• Interim Reviews or if the job/Manager changes
• On-going feedback
• Critical to ensure no surprises

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MANAGING THE APPRAISAL PROCESS
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DESCRIBE EXACTLY WHAT CAUSES YOU TO THINK YOU
HAVE A PROBLEM WITH X . WRITE IT DOWN
YES
NO
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STEPS IN SETTING UP A P.A. SYSTEM

• AGREE ON PRINCIPLE
• DESIGN SYSTEM AND PERFORM
• DISCUSS SYSTEM AND FORM
• TRAIN
• FEEDBACK ON SYSTEM FORM
• IMPLEMENT
• FOLLOW UP

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THE P.A PROCESS
PREPAREINTERVIEWFOLLOW UP
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INTERVIEWING TECHNIQUES

• PREPARATION its professional
• INFORM INTERVIEWEE
• RIGHT PHYSICAL ARRANGEMENTS Alone, No Calls,
  friendly seating
• ESTABLISH RAPPORT smile, positive body language
• GET INFORMATION FROM INTERVIEWEE Open
  questions, active listening
• DURING THE INTERVIEW
• Control
• Avoid personal arguments
• Keep to time (but dont clock-watch)
• Take notes openly but sensitively
• CLOSE WITH AGREED ACTIONS
• FOLLOW UP ON AGREED ACTIONS

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BUILDING RAPPORT

• RELAX AND SMILE (or show concern)
• REMOVE BARRIERS
• PHYSICAL
• PSYCHOLOGICAL
• SEMANTIC
• LISTEN ACTIVELY
• maintain eye contact
• avoid distractions
• be open minded dont pre-judge
• summarize
• make encouraging noises
• make supportive statements
• nod and tilt your head slightly
• dont look at your watch
• dont do anything else.
• listen to what isnt said

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ACTIVE LISTENING

• LOOK MAINTAIN EYE-CONTACTAVOID
  DISTRACTIONOPEN MIND DO NOT
  PRE-JUDGESUMMARISEENCOURAGING NOISES (e.g.
  Ehe Mmm)SUPPORTIVE STATEMENTS I see Thats
  interestingNODDING, TILTING HEAD SLIGHTLY
• DO NOT LOOK AT WATCH OR DO ANYHTING ELSELISTEN
  TO WHAT IS NOT SAID.

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TAKING ACTION

• KEEP TO PROMISES MADE
• TAKE STEPS ON PROBLEMS HIGHLIGHTED
• SEE IF YOU CAN MEET EMPLOYEES REQUESTS
• MONITOR PROGRESS ON PLANS AGREED
• KEEP EMPLOYEE INFORMED

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APPRAISING TEAM PERFORMANCE

• Agree Team Objectives
• Plan Implementation
• Link Individual and team targets
• Set up individual and team monitors
• Encourage and facilitate team work
• Team meetings to control progress
• Open analysis to success or failure
• Appraise individual contribution to team

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IN APPRAISING PERFORMANCE,TRY TO MOVE THE
EMPHASIS
FROM TO JUDGEMENT ANALYSIS PAST FUTURE
PERSONALITY PERFORMANCE INCONSISTENCY CONSIST
ENCY PASSIVE ACTIVE JUDGE HELPER PSYCHOLOGI
ST COACH
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THANK YOU
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