PERFORMANCE APPRAISAL .

1.SNEHA PARMAR.
2.ANNU KANDA.
3.PRIYANKA SAMANI
4.DHARTI RANA.
5.PRIYA MISTRY.
6.MEGHA POWAR.
7.
8.
9.
10.
11.

 “Encouragement is the
key to performance.
Reward is even greater
source of encouragement
when it's beyond just
words”
Performance Appraisal in Call
Centre.
 Introduction
“Commitment” &
“Effort” from the
employees.
The participative
style:
 For eg:
 Work teams,
 Quality circles &
Regular performance

appraisals.
 Meaning
Performance appraisal-

It is a method of evaluating the behaviour of
an employee at the work place, normally including
both quantitative and qualitative aspects of job
performance.

Process of obtaining, analyzing and recording
information about the relative worth of an
employee
Powerful tool to calibrate, refine and reward
the performance of the employee.

 Definition
 Flippo: 


 "Performance appraisal is the systematic, periodic 
and an impartial rating of an employee’s excellence 
in the matters pertaining to his present job and his 
potential for a better job." 

Focus –
        is measuring and improving the actual 
performance of the employee and also the future 
potential of the employee. 
Aim-
 is to measure what an employee does. 
Aims
Feedback.
Training needs.
Basis for personnel
decisions.
Organizational diagnosis
and development.
Facilitates
communication-
employee &
administration.
To improve performance
through counselling,
coaching and
development.

Objectives


Judge the gap - the actual and the

desired performance.
To help the management in
exercising organizational
control.
Strengthen the relationship and
communication –
 “superior – subordinates” &
“management – employees.”
To diagnose the strengths and
weaknesses of the individuals.
Clarity of the expectations and responsibilities
of the functions to be performed by the
employees.
Judge the effectiveness of the other HR
functions of the organization ( recruitment,
selection, training and development.)
To reduce the grievances of the employees.

 Process of Performance
Appraisal
Establishing performance standards Communication standards & expectation

Comparing with standards

Measuring the actual performance

Discussing results
(providing feedbacks) Decision making-taking corrective action
 Establishing Performance Standards

Set
Performan
ce
Standards
Performance Level

Days
Communicating the standards to employees
 Measuring Actual Performance
Performance Level

Actual Performance

Days
Comparing Actual Performance with Standards decided

Set
Performan
ce
Standards
Performance Level

Actual Performance

Deviation

Days
Discussing Actual Performance
Offering Guidance / Taking Corrective Action
 METHODS OF PERFORMANCE 
APPRAISAL


Traditional methods Modern methods

 Traditional methods 
Confidential reports
Ranking method
Grading methods
Graphic rating scales
Checklist method
Critical incident method
Essay method




Confidential report 
 Ranking method
Advt:
Simple to understand
Less expansive
Less time consuming
Disadvt
Highly subjective
Possibility of rater’s
bias


Grading method
Advt:
Judge the
performance of
employees.
Simple & quick.
Disadvt:
Not accurate.
Not applicable in large
organisation.
 Graphic Rating Scales
Advt:
Simple & easy to
operate.
Economical &
uniformity.
Disadvt:
Heavy pressure on
rater.
Time consuming as
lot of paper work is
done.
 E xa m p le
Factors/ Quantity Quality of integrity initiative
considerations of output output
-Excellent
Very good
Good 

Average
Below average
 Checklist method
Statements are asked…
Does the employee work best under the
tension?......( )
Does they make mistakes frequently?
…………………….( )
Does he keep ahead of schedule?
……………………………( )
Does he follow the instructions of his
superior?........( )
Critical incident method
Essay method
 Modern methods


Management by objectives (MBO)

Assessment centre
360 degree appraisal

360 degree appraisal
Advt:
Systematic data
collection.
Self development.
Disadvt:
Sense of insecurity.
Involvement of many
raters.
 Assessment centre
Advt:
Defines the criteria
Forecast future
performance
Reduces rater’s bias
Disadvt:
Influence of subjective
elements.
Employees may react in
negative manner.
 MBO
Advt:
Better team work.
Objective & result
oriented.
Optimum utilisation of
resources.
Disadvt:
Not suitable to all
jobs.
Not flexible.
Merits & Demerits
 Merits
Suitable placement
Assistance in self –
improvement
Incentive to grow &
develop
Cordial employer-
employee relations
Effective training
programme
Human resources
planning &
development
Employee
communication
High employee
morale
 Demerits
Time consuming
Limited stress on self
improvement
Absence of uniform
standerds
Helo effect
Horn effects

Personal bias
Central tendency
Leniency in rating
Recency effect
Primacy effect


CALL CENTERS IN INDIA
the
Indian
comprehe
manufact
util
INBOUND
SERVICES
OUTBOUND
SERVICES
VISION
GLOBAL CONTACT CENTRE BPO BRAND

OUTSOURCING SOLUTION COMPANY

HEAD QUARTER MUMBAI

UNITED STATES

UNITED KINGDOM

NEW ZEALAND
 ETHOS

vTo work as a Business

Partner ,
vTo seed ,
vNurture and
vDevelop a long term
association
MISSION OF
QA
Call Recording

Capture
the
" Voice of
the
Customer "
 Career planning

CARE
Employee
centric Ample opportunit

Rapid growth and development

 Respondez motivates its people via:

Ø Outstanding work environment

Ø Excellent growth opportunities
Ø Family-feeling between members
Ø Ongoing appraisal
Ø Grievance cell
 Cultural Telephone etiquette

Process training
Conversational

Listening
 Time management .

Accent neutralization

Selling & Marketing

APPRAISAL AT SPANCO TELESYSTEM PVT LTD
Can be briefly explained as below:

SPANCO

SPARSH RESPONDEZ
 DOMESTIC
<INDIA>.

INTERNATIONAL
<U.K,USA.>
How is the structure of personnel and HR department?
 Attendence.

Recruitment. HR Accounts Department. Training & Developmen

Remuneration & Compensation.

How frequently do appraisals take place?
Are the appraiser trained for doing the appraisals?
ANS:
What are the main purposes of these appraisals?
 ØTo motivate people to work

ØTo attain better results

ØTo increase the work efficiency

ØTo know whether the candidate who is working is suitab

On what criteria is the performance measured?
•There are certain parameters on which the
performance is measured, few are listed below:

Ø
ØAttendance

ØService level
•Key parameters tracked and benchmarked
against Service Level .

SERVICE LEVELS.

INBOUND OUTBOUND SERVICES

SERVICES



praisal interview held? How do the appraisers prepare for th
 Theappraisals are held in ”Special Rooms” &
@ “Special Day”.
ØThe appraisers are trained & provide with
relevant & correct information regarding the
candidate and his work .
 


e the

standard performance levels & key performance ar



 .


ØThe standard performance level is 85% of successful

calls resolved i.e. more than 85% of the problems must
be solved .
 The caller must be satisfied with the solution provided

by the employee.
 



How are the appraisees evaluated?



ØOn their performance.
ØThe quality service they provide to the
customers.
AS, The main crux of our call center is to
provide quality service at minimum cost and
in minimum time.
What are the problems faced?
There may be a chance of biased appraisal


Some candidates may find it difficult to open



up.
 


ow are the employees motivated to perform better?





 ØBy a chance of higher pay.

mployee becomes more interested & keen to perform.

Get good Rating in the Appraisal process.

 


How
 is the need for training assessed?




 After appraisal process is fully done.

It becomes clear where the appraisee is lacking behind.

 That area is considered training & development program is

arranged.



 

 How do you follow up?




 INDIVIDUAL

GROUP
 


performance
 management system work in your organisation? ope




 Open

Strictly based on the performance of the individual

Some examples of the methods followed by Spanco
Telesystem Pvt.Ltd. are given below:

Quality of Work.
Work is performed neatly and Observations
is accurate. Work is consistent,
thorough and complete.

Outstanding.
Exceeds expectations.
Meets expectations.
Improvement needed.
Unacceptable.
Not applicable.
Job Knowledge.
Understands The Job Observations
Requirement & Has Specific
Content Knowledge Where
Appropriate.

Outstanding.
Exceeds expectations.
Meets expectations.
Improvement needed.
Unacceptable.
Not applicable.
CONCLUSION.