Performance Appraisals and Post-

Selection

Nathan Dent
Justin King
What are performance appraisals?
 Performance appraisals are yearly or
monthly evaluations given to
employees.
 They evaluate the needs of the
employee and supervisor.
 Why Performance Appraisals are Important

 Performance appraisals help managers interact

with employees
 Employees learn what is expected from them,
and also what their strengths and weaknesses
are.
 Having no performance evaluation reduces the
credibility of management.
 Basics of Performance Appraisals
 http://
www.managementhelp.org/emp_perf/pe
 Summary of Guidelines of
Performance Appraisals
 Evaluation process should be legally valid
• Comply with the 1964 Civil Rights Act
 Evaluation should not be biased against a person because of race, color,
sex, religion, or nationality.
 A standard form for performance appraisals should be used.
 The first performance review should be scheduled six months after
employee is hired, six months after that, and yearly after that.
 The employee should be notified of the evaluation two weeks in
advance.
 Have the employee provide written input about their appraisal and
job description.
 Supervisor should record his/her input in the evaluation.
 The goals of the evaluation should be clearly stated.
 The appraisal form should be updated and finalized after the
appraisal is complete.
 Sample Performance Appraisal
Form
 http://
www.neu.edu/hrm/forms/paform.doc
 Why Performance Appraisals are
Bad
 http://www.work911.com/performance/
 Summary of Why Performance
Appraisals are Bad
 Performance rating systems are not objective. One
manager’s idea of creativity can be different from another
managers.
 Appraisals are supposed to show employees what they
need to change to be more productive. Rating systems
simply apply a number on a scale of 1(unsatisfactory) to
5(satisfactory). These systems do not tell the employee
specifically how they need to improve.
 If employees score bad on an appraisal, they are less likely
to listen to their boss, and they may argue that the boss
does not like them.
 Post-Selection
 Post-Selection is internally selecting an employee based on
certain criteria for a particular job.
 Sample questions used in Post-Selection at Griffith
University
• http://
www.gu.edu.au/hrm/employment/content_applying.html
 Summary of Post-Selection
Application Criteria
 State how considerable an applicant you are based on the
selection criteria for the job.
 Detail skill level and abilities in areas related to the qualities
needed for the job.
 Give a resume of previous experience and qualifications.
 Present three references who know your work capabilities.
 Give a summary of undergraduate academic record.
 Training And Education
 Training, retraining, and education determine how well a
worker will adapt in a changing workplace.
 Having these programs give employees improvement
opportunities, and job security.
Example of Training and Education
Programs
 http://www.hrsdc.gc.ca/en/lp/spila/wlb/caowc/08chapter_3.shtm
 Key points of sample training
programs
 Training
• On-The-Job, Training Courses, and Apprenticeship Programs
 Retraining
• Deals with provisions for company payment of training programs.
These include technological and organizational changes within the
company, and to make an employee more flexible by broadening
his/her skill level.
 Educational Leave
• Job-related educational leave, general education leave, and sabbatical
leave.
 Training and Education Funding
• Agreements can contain guidelines so that employers have to pay
partially or fully for employee training.
• This is an advantage to employees wishing to ugrade their position, or
enhance literary skills.
• Having these programs will make employees more loyal to their
company.
• Admittance into programs based on seniority.
 Employee Responsibility
 Employees who wish to use these training programs must
submit an application for admittance into the program.
 Managers must approve whether the training can provide
increased work output from the employee.
 Employees who have went through training programs are
subject to be moved to a different position where their
training will benefit the company more.
 Employees must stay with the company for the equivalent
of the time they spent in training.