Smart Goals

S: Specific M: Measurable and Mutual

standard in terms of quantity, quality, time, cost, etc.

A: Adjustable and Achievable.. R: Relevant and Realistic. T: Timely

Good Objectives
Consistent with the values of the organisation
Precise: clear ,using positive words Challenging to stimulate high standards of

Performance Measurable: Related to quantified or qualitative performance measures Achievable: within the capabilities of the Individual

Integrating goals
It is often referred as the process of cascading

objectives. It is achieved by ensuring that everyone is aware of corporate, functional and team goals and that the objectives they agree for themselves are consistent with those goals and contribute in a specified ways to their achievements.

Integration of Goals
Influenced by External Factors
Compensation Market Factors Customer Feedback Legislation Individual Goals Functional Goals Corporate Goals Influenced by Internal Factors Strategic Plans Resources Available

Team Goals

Core Values Performance

Stages in Goal Setting Process

Mone & London,2002
Outline the process Re-read the vision & mission, re-read the departments vision &

mission, review their job-description, review their current goals, strategies & tactics, identify any new overarching goals,develop a working draft of team goals Sharing of overarching goals & Department goals Develop a draft of performance goals, strategies & tactics Interaction of Managers with every employee regarding their goals, strategies & tactics Dev. the measure of goal success & goal measurements Review discuss & finalise measures Communicates & discuss any changes sign off on the agreed goals

PERFORMANCE APPRAISAL: ASSESSING EMPLOYEE PERFORMANCE

Think about your last review:

- What thoughts come to mind? -What went right, what went wrong?

DIFFERENCE BETWEEN PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL

Performance Appraisal Systems Focus is on performance appraisal and generation of ratings. Emphasis is on relative evaluation of individuals. Annual exercise-normally though periodic evaluations are made. Emphasis is on ratings and evaluation. Rewards and recognition of good performance is an important component. Performance Management Systems Focus is on performance management. Emphasis is on performance improvements of individuals, teams and the organization. Continuous process with quarterly performance review discussions. Emphasis is on performance planning, analysis, review, development and improvements. Performance rewarding may or may not be an integral part.
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PLANNING THE APPRAISAL

Before the Appraisal Establish key task areas and performance goals. Set performance goals for each key task area. Get the facts. Schedule each appraisal interview well in advance.

During the Appraisal Encourage two-way communication. Discuss and agree on performance goals for the future. Think about how you can help the employee to achieve more at work. Record notes of the interview. End the interview on an upbeat note. After the Appraisal Prepare a formal record of the interview. Monitor performance. Feedback session tell and listen, problem solving. Developing need based training program. Working out reward based incentives.
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APPROACHES TO PERFORMANCE APPRAISAL

Personality-based systems: appraisal form - list of personality traits that presumably are significant in the jobs of the individuals being appraised. Such traits as initiative, drive, intelligence, ingenuity, creativity, loyalty and trustworthiness appear on most such lists. Generalized descriptive systems: Similar to personality-based systems, they differ in the type of descriptive term used. Often they include qualities or actions of presumably good managers: organizes, plans, controls, motivates others, delegates, communicates, makes things happen, and so on. Such a system, like the personality based system, might be useful if meticulous care were taken to define the meaning of each term in respect to actual results. Behavioral descriptive systems: feature detailed job analysis and job descriptions, including specific statements of the actual behavior required from successfully employees. Result-centered systems: sometime called work-centered or job-centered systems are directly job related.
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ERRORS IN PERFORMANCE APPRAISAL

Halo Effect:
Horns Effect: Leniency or Constant Error: Central Tendency: Spill-over Effect: Personal Bias:

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PERFORMANCE APPRAISAL GUIDELINES

Keep the system simple, and keep the paperwork burden down. managerial tool - should not be punitive and unjust . Establish and maintain two entirely different performance appraisal

systems: One geared to making pay decisions and the other designed to yield information about employee development. Once a system has been decided upon, apply it for several years; in other words dont tinker with the system annually. Do not rely on formal performance appraisals to do the entire job in communicating on performance; day-to-day informal contacts must do the bulk of the job. Review performance formally at least once in a year and also whenever there has been a repetition of negative employee behavior

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POTENTIAL APPRAISAL
The purposes of a potential review are: 1. To inform employees of their future prospects. 2. To enable the organization to draft a management succession program. 3. To update training and recruitment activities. 4. To advice employees about the work to be done to enhance their career opportunities.

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POTENTIAL APPRAISAL
The following are some of the requirements and steps to be followed when introducing potential appraisal system etc.
Role Description: Qualities Required: Indicators of Qualities: Organizing the System: Feedback:

SELF APPRAISAL
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