Conducting Performance Appraisals

For

By

What is performance appraisal?

Performance appraisal is a process for evaluating and documenting how well an employee is
carrying out his or her job and their possible goal for the upcoming year.

What Is the objective of performance appraisal?

To set goals and give both positive and negative feedback.

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Likes and dislikes in performance appraisal as an appraise

Getting to understand the positive expectations that they have from them.

Likes and dislikes in performance appraisal as an appraiser

When the feedback is not taken positively.

List down your approach while conducting an appraisal

 I’ll prepare the data required to evaluate the subordinate’s performance for the review period.
 I’ll also want to assess each subordinate based on the job I’ve hired them to do.
 appraisal to compare performance against the longer-term goals of the company.
 Share my Intentions and Objectives with feedback.
 Agree on a plan and future objectives.

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Note down the steps involved in conducting a performance appraisal

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 Performance Appraisal
A performance appraisal, employee appraisal, performance review, or (career)
development discussion: is a method by which the job performance of
an employee is evaluated (generally in terms of quality, quantity, cost, and
time) Typically by the corresponding manager or team leader

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A performance appraisal is a part of guiding and managing career
development. It is the process of obtaining, analyzing, and recording
information about the relative worth of an employee to the organization.
Performance appraisal is an analysis of an employee's recent successes and
failures, personal strengths and weaknesses, and suitability for promotion or
further training. It is also the judgment of an employee's performance in a job
based on considerations other than productivity alone.

Generally, the aims of a performance appraisal are to:

1. Give employees feedback on performance

2. Identify employee training needs
3. Document criteria used to allocate organizational rewards
4. Form a basis for personnel
decisions: salary increases, promotions, disciplinary actions, bonuses, etc.
5. Provide the opportunity for organizational diagnosis and development
6. Facilitate communication between employees and administration
7. Validate selection techniques and human resource policies to meet
federal Equal Employment Opportunity requirements.
8. To improve performance through counseling, coaching and development.

Performance appraisal from Appraises point of view

Employees would like to know from a performance appraisal system- Concrete

and tangible particulars about their work & assessment of their performance

 This would include how they did

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 Could do better in future.
 Could obtain a larger share of rewards and
 Could achieve their life goals through their position.

Therefore, an employee would desire that the appraisal system should aim at:
 Their personal development
 Their work satisfaction and
 Their involvement in the organization

From the point of view of the organization, performance appraisal serves the
purpose of:

 Providing information about human resources and their development.

 measuring the efficiency with which human resources are being used and
improved
 Provide compensation packages to employees and
 Maintaining organisational control.

Performance appraisal from organization point of view

Performance appraisal should also aim at the mutual goals of the employees
and the organization. This is essential because employees can develop only
when the organization's interests are fulfilled. The organization's primary
resources are its employees, whose interests cannot be neglected.

Mutual goals simultaneously provide for the growth and development of the
organization as well as for human resources. They increase harmony and
enhance the effectiveness of human resources in the organization.

How to conduct a performance appraisal

 Schedule regular appraisals for each employee. Aim for at least once a year, but
ideally quarterly.
 Ask the employee to prepare for the review by completing a self-assessment form
covering performance, skills, attitude, and any problems.

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 Prepare yourself by reviewing the employee's self-assessment, your notes on the
previous appraisals and the employee's performance since then.
 If appropriate, obtain feedback on the employee from subordinates, colleagues,
superiors, and customers (known as 360-degree feedback).
 Identify your main concerns and what you want the appraisal to achieve; think
about potential work and training opportunities for the employee.
 Start the appraisal meeting by explaining its purpose and agenda; try to put the
employee at ease and set a positive tone.
 Ask the employee to talk you through the self-assessment; listen and encourage
the employee to talk.
 Make your comments; ensure that all previously agreed objectives, and any areas
which concern you, have been covered.
 Acknowledge achievements and hard work.
 Discuss poor performance where necessary but avoid personal criticisms.
 Encourage the employee to identify any problems’ causes and suggest potential
solutions.
 Discuss the employee's long-term career plans and aspirations.
 Identify any training needs.
 Agree on specific, realistic, and measurable vital objectives for the next period;
ensure that the employee is committed.
 Write the performance appraisal report and confirm that the employee agrees with
your statement.
 Continue to monitor performance against objectives.
 Be prepared to deal with problems when they occur rather than waiting for the
next appraisal meeting.

Cardinal rules
Do:
 commit to regular appraisal meetings
 prepare by reviewing the employee's performance
 encourage the employee to contribute, and listen to what is said
 be positive, and praise good performance

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  focus on solutions and opportunities
 agree on key objectives
Don't:
 talk too much or dominate the meeting
 make personal criticisms - criticise performance instead
 impose objectives which the employee has not agreed
 rely on scheduled reviews alone to manage employee performance

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